Town Council RetreatTOWN COUNCIL RETREAT
JANUARY 28 (FRIDAY), 2005 - 3:30 P.M.
TOLL HOUSE HOTEL (BOARD ROOM)
AND
JANUARY 29 (SATURDAY), 2005 - 8:45 A.M.
LOS GATOS LODGE (GARDENROOM)
TAB 1
Town Council Retreat Agenda
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Mike Wasserman, Mayor
Diane McNutt, Vice Mayor.
Steve Glickman, Council Member
Joe Pirzynski, Council Member
Barbara Spector, Council Member
County of Santa Clara, Califomia
I declare, under penalty of perjury, that I
am employed by the Town of Los Gatos,
Clerk Department, and that I posted this
Item on the Town Bulletin Board at 110 E.
Main Street, Los Gatos, CA.,
on,
- av aft
Signed
NOTICE OF SPECIAL MEETING
TOWN OF LOS GATOS
TOWN COUNCIL/PARKING AUTHORITY/
REDEVELOPMENT AGENCY
NOTICE IS HEREBY GIVEN that Mike Wasserman, Mayor of the Town Council of
the Town of Los Gatos, called a Special Meeting for January 28 (Friday), 2005 at
3:30 p.m. at the Toll House (Board Room), and January 29 (Saturday), 2005 at 8:45
a.m. at Los Gatos Lodge (Garden Room) to facilitate the Council Annual Retreat.
Mary usse ,Clerk Administrator
Dated: January 25, 2005
cc: San Jose Mercury News
Los Gatos Weekly Times
Los Gatos Daily News
Council Members
Posted
NAMGR\AdminWorkFi1es\2005 TCAgendas\1-28-05specialnotice.wpd
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Mike Wasserman, Mayor
Diane McNutt, Vice Mayor
Steve Glickman, Council Member
Joe Pirzynski, Council Member
Barbara Spector, Council Member
TOWN OF LOS GATOS
TOWN COUNCIL RETREAT
AGENDA
LOS GATOS LODGE - GARDEN ROOM
50 LOS GATOS-SARATOGA ROAD
JANUARY 29 (SATURDAI9, 2005 - 8:45 A.M. - 4:00 P.M.
VERBAL COMMUNICATIONS (Three-minute time limit)
DISCUSSION TOPICS:
1. Priority Settings and Strategic Planning
a. Town Planning Documents
b. Strategic Planning/Priority Setting Options
2. Strategic Issues Discussion
a. Soccer Fields Work Plan
b. Use of Prop 12 and 40 Parks Funds
c. Community Unity
3. Policy Issues
a. Legislative Priorities
b. Fund Raising/Corporate Sponsorship for Town Services
c. Council Expense Reimbursement Policy
d. Entertainment Uses in the Downtown
e. Use of Town's Residential Units for Public Purposes
f. Conversion of Revenue Generating Land Uses
g. Televising Planning Commission Meetings
4. Wrap-up of Strategic Issues Discussion
Council Matters
ADJOURNMENT
IN COMPLIANCE WITH THE AMERICANS WITH DISABILITIES ACT, IF YOU NEED SPECIAL
ASSISTANCE TO PARTICIPATE IN THIS MEETING, PLEASE CONTACT PATSY GARCIA AT
(408) 354-6832. NOTIFICATION 48 HOURS BEFORE THE MEETING WILL ENABLE THE TOWN
TO MAKE REASONABLE ARRANGEMENTS TO ENSURE ACCESSIBILITY TO THIS MEETING
[28 CFR §35.102-35.104]
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dos 6AtOS
i
Mike Wasserman, Mayor
Diane McNutt, Vice Mayor
Steve Glickman, Council Member
Joe Pirzynski, Council Member
Barbara Spector, Council Member
TOWN OF LOS GATOS
TOWN COUNCIL RETREAT
AGENDA
TOLL HOUSE - BOARD ROOM
140 SOUTH SANTA CRUZ AVENUE
JANUARY 28 (FRIDA1), 2005 - 3:30-5:00 P.M.
VERBAL COMMUNICATIONS (Three-minute time limit)
DISCUSSION TOPICS:
1. Review of 2003 Retreat Council Effectiveness Notes
2. Code of Conduct Review
3. Perspectives on Council's Leadership Roles
ADJOURN TO SPECIAL MEETING ON JANUARY 29 (SATURDA1), 2005 AT 8:45 A.M.
- LOS GATOS LODGE (GARDEN ROOM)
IN COMPLIANCE WITH THE AMERICANS WITH DISABILITIES ACT, IF YOU NEED SPECIAL
ASSISTANCE TO PARTICIPATE IN THIS MEETING, PLEASE CONTACT PATSY GARCIA AT
(408) 354-6832. NOTIFICATION 48 HOURS BEFORE THE MEETING WILL ENABLE THE TOWN
TO MAKE REASONABLE ARRANGEMENTS TO ENSURE ACCESSIBILITY TO THIS MEETING
[28 CFR §35.102-35.104]
COUNCIL RETREAT .
AGENDA
January 28th and 291h, 2005
Friday
3:30 Working Together as a Council
■ Review of 2003 Retreat Council Effectiveness Notes
■ Code of Conduct Review
■ Perspectives on Council's Leadership Roles
5:00 Adjournment
Saturday
8:00 Arrival and Continental Breakfast
8:45 Verbal Communications
8:55 Review Purpose, Agenda, and Format
9:15 Priority Setting and Strategic Planning
■ Town Planning Documents
■ Strategic Planning/Priority Setting Options
11:00 Strategic Issues Discussion (Includes Working Lunch at 12:00)
■ Soccer Fields Workplan
■ Use of Prop 12 and 40 Parks funds
■ Community Unity
2:00 Policy Issues (Referrals to Policy Committee, staff or other)
■ Legislative Priorities
• Fundraising/Corporate Sponsorship for Town Purposes
■ Council Expense Reimbursement Policy
Entertainment Uses in the Downtown
■ Use of Town's Residential Units for Public Purposes
■ Conversion of Revenue Generating Land Uses
■ Televising Planning Commission Meetings
3:00 Wrap-Up of Strategic Issues Discussion
3:15 Council Matters
3:30 to 4:00 Adjournment (1/2 hour contingency included)
TAB 2
Town Council Retreat Staff Report
MEETING DATE: 01-28-05
°wN ~01-29-05
4 y. COUNCIL RETREAT
!ps • G A
COUNCIL RETREAT REPORT
DATE: January 21, 2005
TO: MAYOR AND TOWN COUNCIL
FROM: DEBRA J. FIGONE, TOWN MANAGER
SUBJECT: 2005 COUNCIL RETREAT
PURPOSE:
The purpose of the 2005 Council Retreat is to share ideas about how the Council would like to work
together to accomplish the community's priorities (see Appendix A), and to identify and discuss
priorities and strategic issues. The issues discussed at the retreat are ones that have either been
referred by the Council to the retreat, raised by individual Council members, or identified by staff
as requiring Council direction. Direction set at the retreat will be agendizcd for approval at the
February 7, 2005 Council meeting, and the Mayor will incorporate key themes from the retreat in
the State of the Town address on February 17, 2005. This staff report presents background
information on the issues on the Council Retreat agenda, and the questions Council may want to
address during the discussions.
PRIORITY SETTING AND STRATEGIC PLANNING
The purpose of this topic is for Council to discuss options for setting priorities and planning for the
future. Questions to consider include: How do we set priorities for the big projects and issues before
us? What is the purpose of a formal strategic plan? Does the Town need a formal strategic plan at
this time to accomplish priorities or do we have a viable blueprint to guide the next few years?
Pa.~~G-q6LCe)~
PREPARED BY: PAMELA S. JACOBS
ASSISTANT TOWN MANAGER
PSJ:pg
NAMGR\PJacobs\Counci1 Retreat\2005 Retreat Reportmpd
Reviewed by: Assistant Town Manager Town Attorney Clerk Administrator
Finance Community Development Revised: 1/21/05 1:55 pm
Reformatted: 5/30/02
PAGE 2
MAYOR AND TOWN COUNCIL
SUBJECT:, 2005 COUNCIL RETREAT
January 21, 2005
Town Planning Documents
The Town has several documents that guide staff work efforts and set priorities, including the
Administrative Work Plan, the General Plan and the Strategic Plan. The Administrative Work Plan
(Attachment 1) is a management tool that sets forth major work projects for the year. Major work
projects include projects that require significant work efforts and/or interdepartmental coordination,
and projects of special interest to Council. In some cases, the projects span multiple years. The
General Plan guides the physical growth of the Town, and addresses other issues related to the
Town's quality of life such as noise, community design and human services. The Town has had a
Strategic Plan covering the period from 2000 to 2005. At the 2004 Council Retreat, Council
discussed how the Town's strategic plan could evolve to reflect the community's current priorities
and to provide a more strategic level of detail than did the previous strategic plan. Staff did not
update the strategic plan for the Council retreat last year since staff was seeking Council's input on
an approach to build on the Town's planning documents.
Options for Priority Setting and Strategic Planning
At the 2004 Council retreat, Council expressed an interest in continuing the strategic planning
process and in obtaining public input regarding Town priorities to reflect in the strategic plan.
Nothing has been initiated on the strategic planning process due to other priorities being managed
by staff, including the continuing budget challenge. However, the Executive Team has discussed
approaches for developing a meaningful strategic plan at several management retreats during the
year. While staff could proceed to frame a process for moving forward on a strategic plan, we would
like to present two options for Council consideration. In considering these or other options, Council
should consider the ultimate purpose of having a strategic plan.
One option is to pursue the development of a formal strategic plan. In general, strategic planning
is a process that envisions the future and sets forth the steps for achieving that future. In its truest
form, strategic planning is a significant undertaking. It involves understanding the current
environment (e.g., trends, issues, needs, resources, etc.), identifying desired future and outcomes,
determining goals, objectives and action plans to accomplish the outcomes, and measuring success.
Input and feedback from the general public and stakeholders is incorporated at several steps. Staff
has researched different models and formats for a strategic plan. If Council is interested in this
option, staff would bring back to Council a recommended approach and format for a strategic
planning process and document.
PAGE 3
MAYOR AND TOWN COUNCIL
SUBJECT: 2005 COUNCIL RETREAT
January 21, 2005
A second option is to use the current list of priorities as the blueprint for the next few years, and to
undertake a strategic planning process in conjunction with the development of the 2010 General
Plan update. This option would involve setting priorities for the next two to three years based on
the current list of priority projects (Attachment 2), obtaining community input and feedback on the
priorities through the 2005 resident satisfaction survey and, potentially, through other community
forums, and conducting Council and community visioning as part of the General Plan update, which
would begin in FY 2007/08. At that time, Council could decide if the visioning would feed into the
General Plan, an expanded General Plan or a formal strategic plan aligned with the General Plan.
If Council would like to pursue this option, the first step could be taken at the retreat using the list
of priorities and seeking Council input on whether the list represents the priorities from Council's
perspective, as well as a viable blueprint for guiding our efforts. The list of priority projects derives
from the Town's current strategic plan and from other Council actions and public discussions.
Projects and issues on the list require significant staff effort, community involvement and Council
policy direction. The list does not include all the items on the Administrative Work Plan, nor does
it include the Town's core services; however, these ongoing services and work efforts should be
considered in setting priorities. In addition, the list does not include any items that may be added
as a result of Council direction at the Retreat.
The significant reduction in Town resources over the last few years also needs to be taken into
account when discussing priorities and the capacity to implement them. For example, as of the FY
2004/05 budget, 18 full time equivalent vacant positions have been defended and approximately 5
full time equivalent filled positions have been defunded (including full and partial position
defending). For FY 2005/06, departments are preparing reduction and revenue increase proposals
for Council consideration in the event they are needed to balance the budget. Further position
reductions may be included as part of these proposals.
A second step that could be taken in this option would be to use the Town's resident satisfaction
survey scheduled for Fall, 2005 to get feedback from residents about the Town's priorities for the
next few years. This could be supplemented by other community forums to get feedback, such as
Town Hall in the Neighborhood events and/or other forums or focus groups scheduled for this
specific purpose, using the Town's web site and/or Vista newsletter to get feedback, or other
methods. Council could also decide to wait until the visioning discussed below to obtain direct
community input on priorities, since the current list of priorities is based on Council interest and
direction expressed at public meetings in which community input was provided.
The third step would be to undertake the strategic planning process in conjunction with the 2010
General Plan update. The General Plan update process involves significant community input, which
begins in FY 2007/08. At that time, Council and staff could design a process that optimizes the
community's opportunities for input into the vision for Los Gatos, with implementation through the
General Plan and/or another strategic planning document.
PAGE 4
MAYOR AND TOWN COUNCIL
SUBJECT: 2005 COUNCIL RETREAT
January 21, 2005
Staff recommends pursuing the second option discussed above given the breadth and depth of
priorities currently being undertaken and planned and the opportunity presented by the General Plan
update process scheduled to begin in FY 2007/08. If Council concurs with this recommendation,
staff suggests that Council provide input and feedback on the list of priorities, including if there are
other consensus priorities not reflected in the current work plan, and direction on Council's interest
in staff development of a plan for community feedback on the priorities.
STRATEGIC ISSUES DISCUSSION
Soccer Fields Work Plan
At the December 20, 2004 Town Council meeting, Council requested that staff develop, for Council
consideration at the retreat, a work plan for taking the next steps regarding the supply of soccer fields
in Town. Based on Council discussion at the December'meeting, the work plan (Attachment 3)
includes three elements: l) exploring the use of the large open area of Oak Meadow Park for practice
soccer games; 2) exploring the installation of temporary or permanent lighting at one or more school
soccer fields; and, 3) exploring the interest in creating a task force to address the need for additional
soccer fields.
While each of these elements will require additional research and information, staff has preliminary
information on the second element. With regard to soccer field lighting, preliminary estimates are
$30,000 for temporary lighting and $100,000 for permanent lighting. The work plan includes
obtaining refined estimates for the lighting. With regard to the usage of Oak Meadow Park, neither
anecdotal observations by day of the week or actual figures are not available; however, the work plan
includes an option for collecting these figures.
For this item, staff is seeking Council direction on whether to proceed with the work plan, and on
any recommended changes, additions, or deletions to the work plan.
Use of Prop 12 and 40 Park Funds
Attachment 4 is a memorandum regarding the Town's use of remaining park funds from Proposition
12 and Proposition 40. The report includes information about the timeline for applying for and
expending the funds available to the Town, the amount of remaining funds, and recommendations
from staff and the Parks Commission about priority uses for the remaining funds.
Staff is seeking Council direction on the priority list for parks projects to be funded by Proposition
12 or Proposition 40. Council direction could be to accept the list in its entirety or to add or delete
proj ects.
PAGE 5
MAYOR AND TOWN COUNCIL
SUBJECT: 2005 COUNCIL RETREAT
January 21, 2005
Community Unity
Mayor Wasserman has proposed a "Community Unity" event to be held this spring. The dual
purpose of the event is to connect local needs with resources; and to promote the creation of
relationships among community constituents, including individuals, community service groups, non-
profit organizations, and other agencies serving the community. To facilitate Council discussion
about the proposed Community Unity event, staff has outlined the project elements, based on its
conversations with the Mayor (Attachment 5). This item is on the Council Retreat agenda to allow
the Mayor to present his ideas and obtain feedback from the other Council members. Staff is seeking
Council direction regarding the Community Unity event.
POLICY ISSUES DISCUSSION
The following discussion topics are ones that have been either raised by individual Council
members, referred by the Council to the retreat, or identified by staff as issues that may need to be
addressed. These topics are on the retreat agenda so that Council can decide if there is interest in
pursuing the policy issue. It is not expected that the issues themselves will be discussed at length;
rather, the discussion would address Council interest in pursuing the issue and the appropriate body
to which to refer the issue. On some of the items, Council may want to provide comments that will
help the referral body to understand the Council's general perspective on the issue. For each of the
items, staff has provided background information to frame the issue and our thoughts on where the
issues would be referred.
Issues for the Council Policy Committee
The summaries below provide a policy framework for discussion and reflect current Council
practices. If Council wishes to explore these policies, it is recommended that they be referred to the
Council Policy Committee for further review and analysis with staffproviding support and guidance.
Legislative Priorities
The Town's current approach to legislative priority setting includes staff review of applicable
regional, special district, county, state, and federal legislation in consultation with the League of
California Cities to determine an official position and level of advocacy. Letters reflecting an
official Town position are signed by the Mayor and forwarded to the appropriate legislative bodies.
The Town's informal legislative practice has been very effective; however, Council may wish to
formalize the process by developing a Council policy that reflects this practice. The legislative
policy discussion could clarify the Mayor's authority to send legislative letters on behalf of the Town
and the Town Manager's role in legislative advocacy. In the alternative, Council may want to
develop a more in-depth policy that would serve as a guide to determine legislative principles,
objectives, and/or positions. Development.of a more in-depth policy and legislative process will
need to consider the staff resources required to implement the process.
PAGE 6
MAYOR AND TOWN COUNCIL
SUBJECT: 2005 COUNCIL RETREAT
January 21, 2005
Fundraising and Corporate Sponsorship for Town Services
To mitigate ongoing budget challenges, staff continues to explore opportunities that could fund
services for the community. One opportunity needing further Council policy discussion is in the area
of fmdraising and corporate sponsorship. Fundraising and corporate sponsorship can take various
forms, including, but not limited to, the solicitation of support funding for ongoing operations, seed
money for special projects, and/or product donations for Town use. Staff sees many opportunities
to solicit community funds for equipment and programs. Policy questions include: Should Town
staff actively seek community funding or should fundraising ideas be directed to non-staff bodies?
Under what circumstances? What types of programs and services are appropriate for funds which
may not always be available? Are there circumstances when the Town should not accept offers for
funding or donations? If Council wishes the Council Policy Committee to develop draft policies
regarding fundraising and corporate sponsorship, the Policy Committee may want to discuss the
development of guiding principles that govern the process of soliciting funding support for services
and establishment of criteria to determine the need, level and/or type of service support.
Council Expense Reimbursement Policy
As elected officials, Council members attend a variety of special events, conferences, and meetings
that generate out-of-pocket expenses. While the Town does reimburse out-of-pocket expenses
incurred by Council members in the performance of their official duties, the current practice for
reimbursement is not documented. Development of a reimbursement policy would address the type
of Council meetings/activities that are eligible for reimbursement, including expenses related to
travel, lodging, meals, and mileage.
Issues for Staff and/or the General Plan Committee
The summaries below provide a framework for discussion. If Council wishes to explore these issues,
it is recommended that they be referred to staff to recommend a path of action including a time line
for including them in the work plan.
Entertainment Uses in Downtown
In September 2001, Town Council approved a resolution.amending the Town's Alcoholic Beverage
Policy. In part, the Alcoholic Beverage Policy specifies that:
1. The Town shall continue to discourage applications for entertainment establishments serving
alcoholic beverages.
2. Entertainment in association with an eating or drinking establishment may be allowed if
standards and a permit process are adopted.
PAGE 7
MAYOR AND TOWN COUNCIL
SUBJECT: 2005 COUNCIL RETREAT
January 21, 2005
The Town has not developed standards nor a permit process to allow entertainment uses; therefore,
there is no provision to allow new entertainment uses in association with an eating or drinking
establishment. Currently, nine businesses in Town have conditional use permits that allow live
entertainment. Eight of these businesses are located in Downtown.
If Council determines that this issue warrants further analysis, staff should be directed to prepare a
work plan and explore options for further code or policy amendments through the General Plan
Committee during the 2006-2007 time frame. Among the possible regulatory approaches are:
1. Develop specific criteria and findings for approval of. entertainment at an alcohol serving
establishment through a conditional use permit.
2. Consider a streamlined or administrative process for consideration of entertainment requests at
businesses that do not serve alcohol.
Use of Town's Residential Units for Public Purposes
The purpose of addressing this issue is to determine if an alternative process should be considered
for the Town to use Town-owned residential properties around the Civic Center for Town operations.
Current regulations require a conditional use permit to make this change. Since the properties were
purchased for public purposes, and there is a current, and likely future, need to use the properties for
Town operations, staff is seeking Council thoughts on enabling the conversion in an expedient
manner.
The homes around the Civic Center were purchased in anticipation of Town needs for additional
public facility space in the future. The Police Department currently uses one of the homes, one
uninhabitable house requiring costly renovations is used for storage, and staff is considering use of
another home for office space and conference rooms due to the limited space in Town facilities. The
Town Code currently requires a conditional use permit for all public buildings regardless of the
zoning designation. The process for approving a residential conversion requires that the Planning
Commission make specific findings, which were intentionally designed to be challenging. To
streamline this process, Council could adopt a resolution establishing a policy that it is in the public
interest to provide for sufficient public facilities to serve our community and that it is appropriate
to allow Town-owned homes to be converted for use as temporary office/conference space to meet
our current and interim needs for additional space. If Council is interested in streamlining the
approval process of Town owned homes to serve as temporary Town office/conference space, staff
could bring the a resolution to Council for its consideration.
Conversion of Revenue Generating Land Uses
Staff is interested in gauging Council interest in addressing the issue of conversion of revenue
generating land uses (e.g..auto dealer, hotel/motel) to non-revenue generating land uses (e.g.
office, residential). Specifically, staff is seeking input on whether the Council would like to
PAGE 8
MAYOR AND TOWN COUNCIL
SUBJECT: 2005 COUNCIL RETREAT
January 21, 2005
explore proactive regulatory mechanisms that would enable the Town to consider these
conversions through a discretionary approval process. Under the Town's current land use
regulations, a land owner with property in use as a car dealership or a hotel/motel only needs to
apply for Architecture and Site approval to convert the property to an office use. Under this
scenario, the Town has no discretion to consider the loss of sales tax or Transient Occupancy Tax
revenue or, more broadly, whether the replacement use offers a similar community benefit as the
prior use. There are ways to establish regulatory mechanisms that, in certain circumstances,
would give the Town the authority to consider this issue. Most likely, it would involve a text
amendment to the Zoning Ordinance, requiring a conditional use permit for office space in the
C2 and CH districts, which is a nine month public process. Although staff is concerned about
recommending changes which add more process, this proposal reflects the concern for protecting
revenue generating land uses.
If Council would like this issue to be incorporated into the future work plan, staff would develop
a work plan and schedule the matter for consideration by the General Plan Committee (GPC) in
the 2006-2007 time frame. The GPC would develop a list of alternatives for Council
consideration and staff would then solicit Council direction. If Council decides to pursue the
matter further, it would direct staff to proceed with one of the alternatives. Staff would work with
the GPC to develop and refine the specific regulatory approach and the matter would be
scheduled for consideration by the Planning Commission and Council at a series of public
hearings.
In the interim, Council and staff need to be aware of the possible turnover of revenue-generating
land uses to non-revenue-generating uses. If Council would like the GPC to consider this issue
earlier, the prioritization of other work items on the GPC schedule would need to change.
Televising Planning Commission Meetings
Council has expressed an interest in discussing the issue of televising Planning Commission
meetings. The estimated cost of televising Planning Commission meetings is $20,000/year.
Given the Town's limited resources, the decision to televise the Planning Commission meetings
will need to be considered within the context of other priorities and opportunities. If the Council
wishes to televise the meetings, staff would include this cost as part of the proposed FY 2005/06
Operating budget.
It would be helpful for Council to discuss the purpose of televising the Planning Commission
meetings, their interest in doing so, and the timing to initiate it if there is interest. If the purpose
is to share information about planning issues, staff could identify other opportunities to provide
information to the community about issues that may or may not require additional funding. One
no-cost way to do so is to utilize the KCAT message board and the Town's web site more to
communicate important items that are proposed to be discussed by the Planning Commission (or
Council and other boards and cominissions).
PAGE 9
MAYOR AND TOWN COUNCIL
SUBJECT: 2005 COUNCIL RETREAT
January 21, 2005
If Council decides that televising Planning Commission meetings is a high priority, Planning
Commission Chair, Phil Miceiche, feels that the Planning Commission should have training
before the meetings are televised. As Council is aware, the Planning Commission recently held a
retreat on communication that was facilitated by Shawn Spano. The Commission developed
action items to address how they communicate with each other as well as with the public;
however, the Commission has not had an opportunity to use and refine the techniques that were
agreed upon.
A first step to televising the meetings may be contracting with KCAT to tape two Planning
Commission meetings to use as a training tool for the Commission and also for review by the
Council. The Commission meetings could be recorded during February/March which would
allow the Council and the Commission to review the tapes before the upcoming Council Retreat
with Boards and Commissions. The concept of televising the Planning Commission meetings
could then be discussed by the Council and Commission and an action plan could be developed
with funding to be included as part of the FY 2005-06 budget discussions. The Council may also
want to consider discussing the option of proceeding with the taping for training purposes
regardless of whether the meetings are televised.
CONCLUSION:
The annual Council retreat provides a forum for the Council to confirm priorities and identify
other areas to explore within available resources. Staff looks forward to the discussion and to
working with Council to accomplish priority projects.
Direction set at the retreat will be agendized for February 7, 2005 for Council approval. The
Mayor will then incorporate key themes for his State of the Town address on February 17, 2005.
ENVIRONMENTAL ASSESSMENT:
Is not a project defined under CEQA, and no further action is required.
Attachments:
2005 Administrative Work Plan
2. List of Priority Projects and Issues
3. Soccer Fields Work Plan
4. Memorandum on Use of Prop 12 and Prop 40 Park Funds
5. Memorandum on Community Unity
Appendix A
i. 2003 Retreat Council Effectiveness Notes
ii. Town Council Code of Conduct
iii. Leadership Exercise
TAB 3
Attachment 1
FY 2004-2005 Administrative Work Plan
Records Mgt.& Retention I
Lead: Pamela Jacobs, Assistant Town Manager
CLK-WP01
The Records Management Program is a Town-wide effort to coodinate and interface filing and data
management systems currently in use, and to transition to efficient utilization of electronically-based records
management systems. This is being accomplished by utilizing a comprehensive indexing and identification
system similar to MUFFS. The Records Management Program includes identifying critical retention periods
which are directed by federal and state regulations as well as the current Town retention schedule. The
retention schedule needs to encompass all types of Town records, including current and future electronic
media. It is imperative that the Town develop a Vital Records Program as well as a Disaster Prevention and
Recovery Program to protect the legislative history and integrity of the oranization. The coordination of all
department records includes retention in both on-and off-site storage and facilitates issues relating to current
and future space limitations.
Fall 2005 Vista/Annual Report
Lead: Jennifer Miller, Administrative Analyst
CSD-WP01
The Town of Los Gatos newsletter, the "Vista," provides the Town organization with a means to communicate
with residents of the Town. It is produced twice yearly, in April and October, and sent via direct mail to all Los
Gatos addresses. Newsletters include photos and informative articles about Town projects, services, and
events. Articles drafted by various staff are compiled and edited by the project leader. The Fall edition
includes the 2004-05 Annual Report for the Town, as a special inserted section.
Spring 2005 Vista
Lead: Jennifer Miller, Administrative Analyst
CSD-WP02
The Town of Laos Gatos newsletter, the "Vista," provides the Town organization with a means to communicate
with residents of the Town. It is produced twice-yearly, in April and October, and sent via direct mail to all
Los Gatos addresses. The development of the Vista requires the contribution of all Town departments.
2005 CounciWommission Retreat
Lead: Regina Falkner, Community Services Dir.
CSD-WP03
The goal of the annual Council/Commission Retreat is to open the lines of communication between Council
members, Commission members, and staff. The Retreat is a structured time for Town Commission,
Committee, and Board members to discuss with Council their past accomplishments and goals for the next
year. In preparation for the Retreat, each participating commission completes a questionnaire aimed at
facilitating discussion. The Retreat is held at Town Hall with each Commission allotted a time to speak with
Council.
1 - 1
2005 Volunteer Recognition Event CSD-WP04
Lead: Susan Buxton, Volunteer Coordinator
The Volunteer Recognition Event is held annually, during National Volunteer Recognition Week in April. The
event is held to honor Town volunteers who serve on Boards and Commissions, volunteer in all Town
departments, and help with special events. An early evening reception is held in the Neighborhood Center and
includes refreshments, flowers, entertainment, brief remarks by Council members, and a recognition item for
each volunteer. Donations are solicited from local businesses to provide food to augment the catered menu,
balloons, decorations, and flowers. This year the event will be held on April 21, 2005.
2005 July 4th Event CSD-WP05
Lead: Susan Buxton, Volunteer Coordinator
The Fourth of July Event is a day-long celebration sponsored by the Town, the Chamber of Commerce, Los
Gatos-Saratoga Community Education and Recreation, and local businesses. The event includes live
entertainment, a lunchtime food court, displays, games, a lawn concert, a bar-b-que dinner, and evening
dancing.
SWM Rate Increase CSD-WP06
Lead: Regina Falkner, Com. Serv. Dir.
Solid waste collection and disposal contracts for services to Town residents and businesses are executed by the
West Valley SWM Authority. The Authority is governed by a four member Board consisting of Council
members from Los Gatos, Campbell, Monte Soreno, and Saratoga. Based on current projections, a rate
increase will be necessary in Fiscal Year 2005/2006. The JPA Executive Director will take the lead in
reviewing the proposed rate increase. Town staff will provide general support to the process and develop and
implement the related marketing plan.
SWM Contracts For 2007
Lead: Regina Falkner, Com. Serv. Dir.
CSD-WP07
Solid waste collection and disposal contracts for services to Town residents and businesses are executed by the
West Valley SWM Authority. The Authority is governed by a four member Board consisting of Council
members from Los Gatos, Campbell, Monte Soreno, and Saratoga. The Authority's contract for waste
collection and disposal, and recycling services terminate in February 2007. This workplan outlines steps for
replacement contracts. The Lead Program Manager is Scott Hobson, Executive Director of the West Valley
Solid Waste Management Authority. Town staff will be working closely throughout the process implemented
to obtain replacement contracts and assure the vendors timely assumption of services.
Annual Grant Allocation
Lead: Jennifer Miller, Administrative Analyst
CSD-WP08
The Town administers an annual funding cycle for two grant programs: Community Development Block Grants
(CDBG), and Community Grants. Previously, these two grant funding cycles were separate. The two cycles
are now merged into one, with the goal of simplifying the process for grant applicants, recommending
Commissions, and Town staff. Grant applications are summarized by staff, then evaluated by committees of
the Arts Commission or Community Services Commission depending on the project for which funding is
sought. The committee's recommendations are reviewed by the respective commissions and provided to
Council for approval as part of the budget process.
Keep Los Gatos Beautiful 2005
Lead: Lauren Mende Tacke, Recycling Coord.
CSD-WP09
Each April, a series of events and programs are held to celebrate "Keep Los Gatos Beautiful Month." Keep
Los Gatos Beautiful Month was established to celebrate National Earth Day, National Arbor Day, and National
Volunteer Recognition Week, which all occur during the month of April. Celebrating these events gives the
Town the opportunity to educate the public about solid waste and environmental issues, to beautify the
community, and to celebrate community service by invoving as many groups, organizations, schools, and
residents as possible.
2005 Community Garage Sale
Lead: Lauren Mende Tacke, Recycling Coord.
CSD-WP10
The California Integrated Waste Management Act of 1989 (AB939), requires that cities and counties develop
source reduction and recycling programs to reduce the amount of waste disposed of in landfills. To meet this
requirement, the Town has implemented numerous reduction and recycling programs, including the Community
Garage Sale. Initiated in 1998, this program invites residents to hold a garage sale on a specified date each
May. The Community Garage Sale event meets two AB939 objectives: first, waste is diverted from local
landfills; and second, the community is educated about the importance of the "Three Rs:" reduce, reuse, and
recycle. Furthermore, the Community Garage Sale is a community-building activity, which allows residents to
meet their neighbors.
Music in the Park 2005
Lead: Angie Gay, Administrative Secretary
CSD-WP 11
Music in the Park (MIP) is a ten-week, Sunday afternoon concert series sponsored by the Los Gatos Arts
Commission. Concerts are free to the public and feature a multi-ethnic, multi-cultural, and multi-generational
music venue to the Los Gatos community. The Arts Commission, with staff support, solicit donations to cover
all hard costs including performers and marketing costs. The Commission also selects the performers. Staff
manages completion of all vendor contracts and marketing efforts and facilitates event logistics.
BMP Guidelines Revision
Lead: Regina Falkner, Community Services Dir.
CSD-WP 12
The Below Market Price Housing Program (BMP Program) requires the construction of dwellings that persons
of moderate income can afford to buy or rent. It applies to all multi-unit residential construction projects. The
BMP Program is authorized by LGMC Section 29.10.3000 et seq., and managed according to the "Below
Market Price Housing Program Guidelines" (BMP Guidelines), adopted by Res. 2000-131. This BMP
Guidelines Revision project, begun in FY 2003/04, will update the BMP Guidelines, with the goals of
maximizing the BMP Program's benefit to the community, and of facilitating an effective administration of the
program. The revision has had significant input from the Community Services Commission Housing
Committee, the Community Services Commission, and the General Plan Committee. The revisions will be
presented Council in the early Spring.
Public Art Acquisition & Installation
Lead: Regina Falkner, Community Service Director
CSD-WP 13
In December 2003, Council accepted a $10,000 donation from the Art Cat Project for the acquisition of public
art. The Town augmented this with a grant of $1,500. Following the Public Art Selection Policies and
Procedures, a Site Sub-Committee was appointed consisting of the Art Selection Panel (ASP) Chair, the Parks
Commission liaison, and 2 Arts Commissioners. This sub-committee recommended 3 potential sites to the ASP.
The ASP chose the Bachman Park site to recommend to the Arts Commission. Upon approval by the Arts
Commission, a "Call to Artists" was issued September 1, 2004; eighteen applications, submitted by the
November 30, 2004 deadline have been reviewed and screened. It is hoped this project will be completed in
2005; the completion of the project depends on whether a completed piece of artwork is chosen or the artist
needs time to create a piece for installation.
Commercial Design Guidelines
Lead: Suzanne Davis, Associate Planner
DEV-WPO1
Preparation of commercial design guidelines for commercial zones Townwide. It is intended that these
guidelines will be used by applicants for preparing development application submitals and by the Town when
evaluating and acting on commercial development applications. The draft guidelines are currently available for
public review, and will be considered by the Planning Commission and the Town Council subsequently.
North 40 Specific Plan
Lead: Randy Tsuda, Asst. Director of Com. Dev.
DEV-WP02
In 1999 the draft North 40 Specific Plan (N40 SP) was put on hold by the Town Council pending adoption of
the General Plan 2000. Adoption of the N40 SP is General Plan implementing strategy V.I.7.2, and was rated
as a high priority in the General Plan Implementation Work Program. Following input from the General Plan
Committee, a report to Council will present a work program, alternative study approaches, and tentative
schedule. This project will require a substantial amount of staff time on public meetings and outreach,
preparation of specific plan, environmental review, supervision of consultants and staff reports.
Sobrato Development Implementation
Lead: Suzanne Davis & Anthony Ghiossi
DEV-WP03
Implementation of Sobrato Development through Architectural & Site review, building permit plan check, and
construction inspection processes. Town has approved a modified Planned Development for a mixed use
project located at 14300-14350 Winchester Blvd. PD allows for up to 160,000 square feet of office space and
290 residential units. Project will require significant Building and Planning staff time during plan check
process and ongoing Building Division involvement through construction. Planning will also be extensively
involved in Community Benefit Agreement.
Residential Design Guidelines
Lead: Sandy Baily, Associate Planner
DEV-WP04
Update residential design guidelines in conjunction with guidelines for historic residential structures. The
update will provide better assistance to property owners and developers for preparing development application
submittals and by Town staff when evaluating and acting on residential development applications.
Community Sus System
Lead: Lortz/Curtis
DEV-WP05
This project is a partnership with VTA to implement a Community Bus System within the Town. This project
will replace the existing large VTA buses that operate in Downtown with smaller vehicles that resemble shuttle
vans. The Community Bus System will connect with the terminus of the Vasona Light Rail Line. Town staff
will work extensively with VTA in developing the new bus routes, designing the appearance of the vehicles
and facilitating several community meetings/workshops and briefings with the Council. This project also
requires coordination and negotiation with Sobrato Development to ensure their Community Benefit
contributions support the new System.
20 Dittos Lane
Lead: Randy Tsuda, Asst. Comm. Dev. Director.
DEV-WP07
Pursue acquisition of 20 Dittos Lane property by RDA through housing set-aside funds. Site would be used for
an affordable housing project to partially fulfill RDA's obligations under State law.
Review Formula Retail Regulations
Lead: Joel Paulson, Associate Planner
DEV-WP09
Review Town Code provisions pertaining to formula retail businesses. Based on input from General Plan
Committee and/or Town council, prepare Town Code and/or policy amendments to differentiate between
various types of formula retail businesses.
5-Year Redevelopment Plan
Lead: Randy Tsuda, CD Assistant Director
DEV-WP10
The Five Year Implementation Plan FY 2004/05 to FY 2008/09 identifies numerous downtown commercial
revitalization projects as well as other public improvements, facilities and utilities that will be undertaken by
the Redevelopment Agency over the next five years. These projects will be funded using the proceeds from the
July 2002 bond issuance as well as some limited revenue stream capacity available to the Agency. Towards the
end of the five year period, perhaps starting in mid-2007, the Agency will discuss moving forward with the
final Agency bond issue opportunity and identify and prioritize projects that will be undertaken with the bond
proceeds.
GASB 34 Implementation
Lead: Steve Conway, Finance Director
FIN-WPO 1
GASB 34 IMPLEMENTATION - The Governmental Accounting Standards Board (GASB) Statement 434
requires identification and valuation of an agency's existing infrastructure, and the reassessment and alignment
within the Town's financial structure. Initial implementation was required for the Town beginning with its
FY 2002/03 Financial Reports, howeveradditional time was allowed for full implementation. With the
assistance of the Town's new audit firm, CG Uhlenberg, another portion of the infrastructure was incorporated
into the FY 2003/04 Comprehensive Annual Financial Statements. The remaining infrastructure will be
incorporated in the FY 2004/05 report.
Performance Based Budgeting
Lead: Pamela Jacobs, Asst Town Manager
FIN-WPO2
With the planned emphasis on performance management for future Operating Budgets, the Finance Department
will be assisting the Town Manager's office in the restructuring of the budget processes and documents to
incorporate performance management into Town budget decisions.
Admin Policy & Procedure Revisions
Lead: Stephen Conway, Finance Director
FIN-WPO3
The Finance department in conjuction with the Town Manager's Office and departmental stakeholders will
focus on re-engineering several processes in the coming year: (1) Contract and Agreement Process (2)
Purchasing Policies & Procedures (3) Travel & Training Policies
Update Fee Analysis
Lead: Stephen Conway, Finance Director
FIN-WPO4
The Town approved new fees for FY 2004/05 based upon a limited cost analysis on a portion of Town
services. An in-depth cost study analysis was completed in December, 2004 to further analyze and update
remaining User Fees and Town service costs in the effort to bring Town services up to current cost levels.
Staff is currently preparing recommendations for updated User Fees to be brought forward to the Town Council
for review and approval in March, 2005.
Long Term Debt Financial Policy FIN-WPO5
Lead: Stephen Conway, Finance Director
Review and revise current and best practices for long-term debt practices and develop official policy.
FY 05-06 Budget Development FIN-WPO6
Lead: Steve Conway, Finance Director
Prepare the Town and RDA's FY 2005/06 Annual Operating and Capital Budgets in coordination with all Town
departments. Departments are currently analyzing revenues, expenditures, and service levels in the process
to develop organizational and budget recommendations. As the Town continues to struggle with increasing
costs and generally languid revenues, Town staff are undertaking in-depth analyses of ongoing operations to
develop an effective and long-sighted budget structure. Preliminary reduction proposals will be brought to the
Council in March, 2005. Final budget proposals will be developed in coordination with the Town Manager
for submittal to the Town Council in May.
Injury & Illness Prevention Program
Lead: TBD, Human Resources Director
HR-WP0 i
The Injury and Illness Prevention Program (IPP) will be updated to be consistent with current State
requirements and the specific needs of the Town. The 1PP is a document describing the Town's safety and
injury and illness prevention efforts. Sections of the plan will be identified and placed on separate work plans
based on need for amendment, update or establishment (e.g. Hearing Protection Plan, Bloodborne Pathogen
Plan, Fall Prevention Plan, Exposure Control Plan, etc.). A draft IPP will be prepared and distributed to the
departments and the safety committee for review and comment. Following integration of comments, the new
policy will be adopted, a training module developed, and training for all Town employees scheduled.
Workers' Comp. Admin. Improvements
Lead: TBD, Human Resources Director
HR-WP02
Efforts to improve the administration of the Town's workers' compensation program will be pursued as part of
this project. Activities will include: improvement to accident/incident reporting procedure; development of a
workers' compensation claim processing procedure; development of employee injury/illness response
procedures; supervisory/management training; and employee training.
Employee Survey
Lead: TBD, Human Resources Director
HR-WP03
An employee survey will be prepared and distributed to Town staff. The survey will be designed to learn the
issues and priorities of Town employees. The survey results will be integrated with other data (community
priorities, legal mandates, and mangement input) to assist in setting workplan priorities.
ICMA Retirement Savings Plan
Lead: TBD, Human Resources Director
HR-WP05
The Town is working with ICMA to establish a Retirement Health Savings Plan for employees. The Plan will
enable employees to designate a portion of their salary before taxes for a retirement health savings account to
be used upon retirement or separation from the Town for medical expenses on a no-tax basis. Establishment of
the Plan requires determination of plan elements, communication with the bargaining groups and other
employees, and information seminars for employees once the program is established.
Local History Project
Lead: Peggy Conaway - Library Director
LIB-WPO 1
The Library will continue development of the local history project, both at the library and in collaboration with
the Museums of Los Gatos. During the first six-months of fiscal year 2004/05, more than $72,000 has been
raised to support the project through donations, grants, and fund raising events. During 2004/05, goals include
the development and launch of a searchable database, design of a school curriculum component, completion of
a documentary film with Lyric Media, and the establishment of an MOU to govern the joint library/museums
partnership.
Intra-Library Cooperation
Lead: Peggy Conaway - Director
LI3-WP02
The library will continue discussions and fact-fording work with the Santa Clara County Library, and other
libraries as deemed appropriate, on contracting/cooperation to provide cost-effective library service for Los
Gatos. The first area of concentration will be opportunities for technology sharing and management.
History Book Publicity
Lead: Peggy Conaway - Library Director
LIB-WP03
Publicity for the Images of America: Los Gatos book has been ongoing and successful, with the book now in its
third printing in three months. Occassional publicity may follow in the future. The Library Director has given
six presentations to date, followed by book signing, since the publication date of September 22, 2004. Five
presentations/booksignings are currently scheduled for the second half of the fiscal year.
Replacement of Library PCs/Server
Lead: Linda Dydo, Assistant Library Director
LIB-WP04
The library's catalog server and PCs were acquired in early 2001 with CIP dollars as part of the library's major
automation upgrade project. Beginning in fiscal year 2002/03, quarterly charges to the library budget have set
aside replacement funding in the Town's Management Information Fund to replace equipment in July, 2005.
However, the library has recently experienced a number of hardware and software crashes due to aged
equipment and high usage of available resources. The PCs are no longer under warranty. The catalog server
has become outmoded and the latest release of software cannot be loaded on the current server. The public
access PCs wil be replaced with thin client technology which will allow for greater security and centralized
administration. This project will be completed by the end of this fiscal year.
Skate Park
Lead: Pamela Jacobs, Assist. Town Manager
MGR-WP01
The purpose of the skateboard park is to provide a recreational opportunity for Los Gatos youth. With the
approval of the Town Council, CEQA clearance, and the CUP approval from the Planning Commission, the
skate park project is awaiting funding for construction. Staff is providing support to a community fundraising
group and submitting funding requests as needed. If funding is secured, the proj ect will begin the final design,
bid and construction phase. Details about the ongoing operation of the park, including supervision and
maintenance, will be finalized.
Civic Center/Library Master Plan
Lead: Pamela Jacobs, Assistant Town Manager
MGR-WP02
The outcome of the Civic Center/Library Master Plan will be a plan that describes the services the Town
provides, how the Town can best provide those services, and how Town facilities can best accommodate the
delivery of those services. Developed with extensive input from customers, stakeholders, employees, and the
community-at-large, the Master Plan will provide a blueprint for enhancing Town services through operational
and facility improvements. The next steps on the Master Plan include finalization of the Operational and Space
Program and development of site options, financing alternatives, and implementation strategies.
County Land Negotiations
Lead: Pamela Jacobs, Assistant Town Manager
MGR-WP03
This project involves two negotiations with the County of Santa Clara regarding the Town's property located in
Vasona Park and the County's property on Knowles Ave. The Town of Los Gatos owns 13 acres in Vasona
Park, located in a prominent area. The goal of this negotiation is to maximize the community benefit to the
Town of Los Gatos resulting from its sale. The second negotiation involves a 3-acre parcel located on Knowles
Ave. in Los Gatos and owned and declared surplus by the County of Santa Clara. This negotiation will be
conducted pursuant to the surplus land sale process dictated by Government Code. The goal of this negotiation
is to secure the property for Town purposes.
Comcast Franchise Renewal
Lead: Jenny Haruyama, Administrative Analyst
MGR-WP04
The purpose of the AT&T Comcast Franchise Renewal is to renew the Town's existing cable television
franchise agreement with the Town's existing cable provider: AT&T Comcast. The renewal process provides
an opportunity to enhance the Town's public communications infrastructure and advance the quality of life in
the community. These type of benefits include: substantial cable system upgrades; improvements in quality of
service; contributions of television channels, facilities, and equipment for local programming; advanced
provider networks capable of supporting high speed Internet access; and video, voice, and data facilities that
link schools, libraries, and government buildings to allow for more efficient communication.
Town Council Retreats
Lead: Pamela Jacobs, Assistant Town Manager
MGR-WP05
On an annual basis, a Town Council Retreat is held to discuss policies, projects and issues and provide
direction to staff for follow-up. The issues discussed at the retreats are ones that are either referred to the
retreat by Council during the course of the year, raised by individual Council members and the Mayor, or
identified by staff as requiring Council direction. Direction set at the retreat is agendized for approval at a
subsequent Town Council meeting, and the Mayor incorporates key themes from the retreat in the State of the
Town address. Preparation for the retreat requires significant staff research and analysis and coordination.
Council Policy Development
Lead: Jenny Haruyama, Administrative Analyst
MGR-WP06
The purpose of the Council Policy Committee is to identify and address areas, issues, and concerns where
Town Council policy needs to be communicated, documented, clarified, or developed in order to enhance the
effectiveness of the Council in carrying out its policy making role in the council/manager form of government.
This workplan tracks the progress of the policy development as recommended by the Council Policy
Committee and as directed by the Town Council.
Town Marketing Plan
Lead: Danielle Surdin, Economic Vitality Manager
MGR-WP07
Implementation of Town Marketing Plan in coordination with the Chamber of Commerce and business
community. The Marketing Plan guides efforts to promote shopping, dining, and overnight stays in Los Gatos,
with the goal of generating revenue that funds local services to the community. The major campaigns for 2005
are the Summer in Los Gatos and the Los Gatos for the Holidays campaigns. Both require significant
communication and coordination with the Chamber and business community.
Leadership Los Gatos
Lead: Jenny Haruyama, Administrative Analyst
MGR-WP08
The purpose of Leadership Los Gatos is to engage, educate, and develop Los Gatos citizens for leadership roles
in the community, neighborhood organizations, schools, churches, and Town Government. The
implementation of Leadership Los Gatos on an annual basis requires coordination with the Chamber of
Commerce, and the involvement of all departments in several sessions throughout the term.
Economic Vitality Program
Lead: Danielle Surdin, Economic Vitality Mgr.
MGR-WP09
The purpose of the Economic Vitality Program is to help keep the Town of Los Gatos fiscally strong to support
the services provides to the community. The Program accomplishes this through business retention, expansion,
and attraction, which in turn is achieved through maintaining positive relationships with the Chamber of
Commerce, businesses in all commercial districts in the Town, residential and commercial real estate brokers,
and key revenue-producing businesses such as auto dealers and hotels/motels. Promoting businesses through
the Town's marketing efforts and providing direct assistance to existing and potential businesses are key
elements of the program. The program requires the involvement of the Executive Team, the Manager's Office,
the Community Development Department, and the Parks and Public Works Department.
Strategic Planning
Lead: Pamela Jacobs, Assistant Town Manager
MGR-WP 10
The purpose of strategic planning is to set forth goals and strategies to achieve desired outcomes for the future.
The Town utilizes the General Plan, the 2000-2005 Strategic Plan and the Administrative Work Plan to guide
work efforts. At the 2005 Council Retreat, Council will provide direction on the approach to strategic planning
for the next few years and a work plan will be developed to implement the approach Council desires.
VVVSD Transition
Lead: Pamela Jacobs, Assistant Town Manager
MGR-WP 11
This project will transfer maintenance responsibilities for the Town's sewer system to the West Valley
Sanitation Dirstrict, ensuring seamless service delivery to Los Gatos residents and appropriate reimbursement
to the Town. The transition involves a valuation of the Town's assets leading to a negotiation for the transfer of
the assets, transfer of knowledge about the Los Gatos system to WVSD, determination of impacts on Town
employees and non-sewer-related services associated with the transfer of the sewer maintenance service to
WVSD, and significant communication with the public to ensure a seamless transition.
Organizational Assessment
Lead: Pamela Jacobs, Assistant Town Manager
MGR-WP12
The purpose of this project is to assess the productivity, processes, and procedures of the Town organization,
and to identify areas of excellence and opportunities for improvement. The self-assessments, conducted with
the support of an outside consultant, will produce information that will be measured agains benchmarks and
best practices. All departments are participating in the assessments, and will develop action plans to address
the opportunities for improvement.
1 _ 1
Web Re-design and E-Commerce
Lead: Pamela Jacobs, Assistant Town Manager
MGR-WP 13
The purpose of this effort is to make the Town's web-site user-friendly, highly functional, and valuable as a
source for information and the provision of electronic services to the community. The effort involves a
Request for Proposals to vendors providing content management and web design services for local
government. All departments will be involved in evaluating, updating and adding to the information available
on the web. E-commerce applications will be developed as technology and resources allow. The effort will
include user focus groups to test the functionality and content of the site.
2005 Resident Satisfaction Survey
Lead: Pamela Jacobs, Assistant Town Manager
MGR-WP 14
The second resident satisfaction survey will be conducted in the Fall of 2005. The survey gauges the
community's satisfaction with services the Town provides. Many of the same questions in the 2003 survey will
be used in the 2005 in order to track trends; however, an additional battery of questions may be substituted for
questions that do not need to be repeated. The additional battery of questions can address targeted issues. A
communication campaign following the completion of the survey is part of this effort.
Funding Capital Improvements
Lead: Stephen Conway, Finance Director
MGR-WP 15
The Town does not have a designated source of funding for ongoing capital improvements, such as street repair
and maintenance, retaining wall reinforcement, and sidewalk, curb and gutter. In addition, potential major
capital projects such as a library, Civic Center improvements, and/or a police facility do not have a funding
source. This effort will identify the capital funding needs of the Town, the alternatives for funding, the impacts
on the community, and strategies for implementation.
IT Strategic Plan Implementation
Lead: Chris Gjerde, Information Systems Manager
MGR-WP 16
The Town developed an Information Technology Strategic Plan in 2003. The plan is a blueprint for meeting
the current and future technology needs of the Town, and is reviewed as part of the operating budget
development. Each year the technology needs are evaluated using the priority list in the IT Plan, which may
change due to changing needs and priorities.
Soccer Field Supply
Lead: Pamela Jacobs, Assistant Town Manager
MGR-WP 17
Based on the supply/demand analysis and Council direction, staff will pursue actions to increase the availability
of soccer fields for soccer practice and for the needs of the older youth for full-sized fields. At the 2005
Council Retreat, Council will provide direction on elements of the work plan, which may include both short
and long term actions. This effort requires coordination with the soccer community.
Holding Cells Alternatives
Lead: Alana Forrest, Police Captain
PD-WPO 1
This project will entail evaluating the use of the two existing holding cells, which are currently out of
compliance with fire and Department of Correction (DOC) guidelines. Alternative use to these cells will be
explored, as well as outsourcing a facility for booking purposes.
Parking Management Plan
Lead: Carol Musser, Parking Coordinator
PD-WP02
The Parking Management Plan that was approved by Town Council in 2001, has been partially implemented
and further development and review will continue during FY 2004-05. The Department initiated the program in
response to growing community concerns over parking in the downtown area. The goal of the project is to
alleviate these concerns by maximizing downtown parking inventory, modifying residential permit areas,
implementing parking. zones and employee permits through development and enforcement of a unified parking
system. The outcome of the Parking Management Plan is to provide the community with a viable and
expandable solution to parking problems.
Neighborhood Outreach Plan
Lead: David Gravel, Police Captain
PD-WP04
In an effort to better connect with and serve the residences and business we serve, the Police Department is
coordinating the development of a neighborhood contact list. With the goal of having as complete of a list as
possible, the list could be used to target the appropriate neighborhood or business members to coordinate the
dissemination of emergency information, and to better solicit input of those concerned with current Town
affairs. This list has been started with contacts whom are already known to Town staff, and will be expanded
throughout the community. Additionally staff applied for and recicved grant funding for a "TeleMinder"
computer system, which will be utilized to contact the community electronically via the phone system.
Technology Projects
Lead: Alana Forrest, Police Captain
PD-WP05
The Police Department will be evaluating several technology projects and will continue to provide
enhancements to current systems. The mobile data computers and automated field reporting systems were
launched in FY 03-04. In order to continue to provide our officers and the residents of Los Gatos and Monte
Sereno with the most comprehensive and robust systems, additional infrastructure will need to be installed in
critical locations around Town to enhance the officer's ability to write reports in various areas in the field. The
department will also be partnering with the City of Monte Sereno to explore the feasibility of global positioning
systems (GPS) for the patrol fleet. Finally, the communications center is due for a 9-1-1 systems upgrade.
Staffing Workload/Benchmarking Analysis
Lead: David Gravel, Police Captain
PD-WP07
The Police Department will be conducting a benchmarking survey of police departments of similar
communities throughout the state of California. This information will be used to evaluate how Los Gatos /
Monte Sereno Police Department compares to similar communities with regards to police operations. A
comprehensive survey has been distributed and responses have been recieved. An analysis of the data is
forthcoming.
9-1-1 Readiness Fee Ordinance
Lead: David Gravel, Police Captain
PD-WP08
Town staff is evaluating the feasibility of establishing an ordinance which would assess telephone users in
Town a monthly fee for their phone lines which have access to the 9-1-1 emergency system. This is a complex
issue which involves discussions with the telephone companies (both land line and cellular) and discussion of
appropriate fees and the process by which the ordinance is developed. Due to the complexities, the Town is
participating in monthly meetings with other municipalities within the county to best strategize how to adopt
such an ordinance and have it successfully implemented. Participating in the meetings are Town Managers
and/or their assistants, communications supervisors, and the city attorneys. This is being analyzed at this
point. The timeline for adoption will depend upon the progress within the meetings in which we are
participating.
Emergency Operations Plan Revision PD-WP09
Lead: David Gravel, Police Captain
The Town's Emergency Operations Plan (EOP) was written in 1999. Our Terrorism annex was prepared and
completed in December 2003. With the help of our Emergency Operations Center Personnel, we are in the
process of re-writing the plan, which will include the Terrorism Annex. The intent is to orient the the EOP
toward responding to major emergency events by the type of event, e.g., earthquake, wildfire, terrorist rather
than the current style of response by any / all events. A checklist style format is envisioned for all EOC
functions and responsibilities.
Evidence Storage Facility PD-WP10
Lead: David Gravel, Police Captain
Like most police facilities in the County, our evidence room and outside storage areas currently in use to store
case evidence are at capacity, and additional storage area is needed to allow for the storage of new evidence
which is booked into the facility on a daily basis. Staff is exploring alternatives for long term storage of larger
items to free up room in the evidence room for current items of evidence, and long term storage of the smaller
items. Staff is looking at local options, and the County Police Chiefs group is looking into the possibility of a
j oint-use facility, to be shared by county agencies.
Youth Commission PD-WP 11
Lead: Scott Seaman, Chief of Police
Coordinate inaugural year of Youth Commission and present evaluation report to Council at end of first year on
future issues/considerations. The Commission has met on a monthly basis since September, 2004, and is
working on a work plan for future years. Staff is encouraged by the progress that the Commission has made to
date and will continue to work with them.
Alive and Loving Life PD-WP12
Lead: Scott Seaman, Chief of Police
Coordinate Alive and Loving Life Program and oversee Town and Police Department involvement and specific
projects (Youth Commission, party response guidelines, student/police dialogue, question/answer column,
Adopt-A-Cop, involvement in High School Partent Skills Night, informal sports activity between youth and
police).
FY 04-05 Street Resurfacing
Lead: Kevin Rohani, Town Engineer
PPW-WPO 1
This project entails conducting preventative maintenance for the Town's public streets as part of the FY 2004-
05 CIP Program. Over the past few years, the Town has increased the Pavement Condition Index (PCI) from
64 to 73 with an investment of capital designated for this purpose by the Council in 2001. The capital set aside
for this purpose will be expended by next year, and an ongoing source of funds are not available for the
estmated $1.5 million needed to maintain the PCI at the current level. Alternative sources of funds will need to
identified for this purpose.
Asset Management System
Lead: Kevin Rohani, Town Engineer
PPW-WP02
An Asset Management System is needed to assist in tracking the condition of the Town's infrastructure,
scheduling preventive maintenance and replacement, managing work efforts, prioritizing future capital planning
and programming investments, and in meeting GASB-34 requirments. Priority areas of focus will be on the
Town's fleet, buildings, streets, parks and underground storm drainage system. The Town has contracted with
Cartegraph for a asset management software system, with the first modules being work order management, fleet
maintenance, and customer request tracking. PPW staff is receiving training to use the system. Once these
modules are in operation, additional modules will be implemented.
Curb, Gutter & Sidewalk Replacement
Lead: Kevin Rohani, Town Engineer
PPW-WP04
This project is the annual repair and replacement of deficient curbs, gutters and sidewalks throughout Town.
Locations for repair and replacement work are identified throughout the year by PPW staff, and are prioritized
in coordination with the annual Street Resurfacing Program. The Town has spent approximately $600,000 in
the last four years to improve the condition of the curbs, gutters, and sidewalks, resulting in a reduction in the
backlog of sidewalk problems and in service calls and litigation actions. Based on Council direction, staff is
developing a cost-sharing program with property owners as a way to leverage funds available for future work.
Staff will bring to Council a proposed program, including program elements suggested by Council as part of the
2005-2010 CIP.
Retaining Wall Replacement
Lead: Kevin Rohani, Town Engineer
PPW-WP05
Repair and/or replacement of retaining walls that have become structurally deficient. Staff is developing a list,
of retaining walls needing repair and work will be prioritized based on condition of the walls. Ongoing funding
is not available for retaining wall repair and replacement; thus, this capital need will be considered as part of
the analysis of funding for capital improvments.
Highway 9 Safety Improvements
Lead: John E. Curtis, PPW Director
PPW-WP08
This project is being undertaken with CalTrans, the City of Monte Sereno and Saratoga, and a citizens group to
address safety issues on Highway 9. Meetings, collaboration, project management, and ongoing
communication with stakeholders are elements of this effort. The Los Gatos portion of improvements requires
completion of design, grant application, project bid, and construction management.
Little League Contract
Lead: Tim Boyer, Parks Superintendent
PPW-WP 10
The Little League contract for the use of Balzar Field is scheduled for renewal in December 2005. In
preparation, staff is reviewing the contract to identify any issues that need to be addressed in the contract
negotiations. Potential issues related to the location of the skate park at the Miles Ave. parking lot may need to
be addressed.
N. Santa Cruz Ave. Paving 2005
Lead: John Curtis, Director PPW
PPW-WP 11
This project involves extensive communication and outreach with the affected businesses, residents, and
general community to minimize the impacts of the project. It also includes a traffic and parking component and
a marketing and promotions component. The project itself involves reconstruction of North Santa Cruz Avenue
from Main Street to Highway 9: removing all existing pavement; repaiing any utilities inadvertently damaged
by this work; regrading sub-base material; and paving 0.3'(1/3-ft) lifts of AC, and one final 0.1 (1/10th-ft) cap
course.
Main Street Streetscape 2006
Lead: Kevin Rohani, Town Engineer
PPW-WP 12
This is the final phase of the Downtown Streetscape Program, and involves replacing sidewalks, potentially
adding bulb-outs and street furniture, and repaving Main St. Planning for this project will begin in late summer
2005 and will involve significant communication with businesses, residents, and the High School.
Development and Implementation of C.I.P.
Lead: Kevin Rohani, Town Engineer
PPW-WP 13
Provide design and/or construction management for all projects scheduled in the 2004-2005 Capital
Improvement Program. Identify projects and funding sources for projects to be included in the FY 2005-2010
CIP. Identification of projects involves assessing needs and conditions and prioritizing projects, as well as
monitoring funding sources.
1
GIS
Lead: Kevin Rohani, Town Engineer
PPW-WP 14
The implementation of the Town's Geographical Information System (GIS) is a multi-year project that began in
2003. The Town's GIS system utilizes the digital maps that were prepared in a separate Town project. The GIS
system uses the digital maps as the background and provides custom solutions for different departmental needs.
This project involves identifying priority applications for GIS, developing the applications and providing
training to users. Ongoing maintenance and updates are also required.
Wayfinding Project
Lead: Kevin Rohani, Town Engineer
PPW-WP 15
This program is to improve visitors/drivers' abilities to navigate downtown, by bringing conformity to the
various street signs (same shape, colors,etc) and determing the optium placement of signs for navigational
purposes. New signs showing locations of public parking lots in the Downtown, along with informational signs
for various points of interest will be installed in Spring 2005.
Annexation
Lead: Kevin Rohani, Town Engineer
PPW-WP 16
The purpose of the annexation effort is to generate data and information sufficient for the Town Council to
decide whether it is advantageous to pursue annexations of the County pockets within the Town
boundaries.'The data collected will include the number and size of the areas, the number of properties, the
assessed value of the properties and the zoning characteristics. Developed information will include the cost of
providing services to these areas, the anticipated revenue emanating from each island and the cost of upgrading
the infrastructure to current Town Standards. Subsequent to a decision by the Town Council to pursue island
annexations, staff will provide a timeline for action, given that the law regarding annexations of islands will
sunset after 2006. If Council elects not to pursue further annexations, this project will be discontinued.
TAB 4
Attachment Z
List of Priority Projects
LIST OF PRIORITY PROJECTS*
FY 2005/06 - FY 2007/08
(not in priority order)
Priority 1: Appearance, Character and Quality of the Community
• General Plan Implementation
❖ North 40 Specific Plan
Residential Guidelines
Commercial Design Guidelines
Priority 2: Responsive, Accountable and Cost Effective Government
• Organizational Assessment
■ Town Web-site Redesign and E-Government
■ Resident Satisfaction Survey
■ IT Strategic Plan
■ Records Management and Retention
Priority 3: Fiscal Stability
■ FY 2005 - 2006 Operating Budget
■ Economic Vitality
Business retention, expansion and attraction
Summer in Los Gatos and Los Gatos for the Holiday marketing
campaigns
Financing Capital Improvements (especially street program)
Priority 4: Infrastructure
• Downtown Streetscape
❖ Repaving Santa Cruz Ave.
❖ Main St. sidewalks and repaving
■ FY 2005 - 2010 Capital Improvement Program
■ 5-Year Redevelopment Plan
• Civic Center/Library Master Plan: Site Plan & Implementation Strategy
■ West Valley Sanitation District Service Transition
■ Comcast Cable Franchise Negotiations
Priority 5: Transportation, Traffic and Parking
■ VTA Community Bus Program
• Parking Management Plan
• Neighborhood Traffic Calming
Priority 6: Personal Growth and Enrichment of the Individual
■ Soccer Field Supply
• Skatepark Construction and Operation
■ Youth Programs/Cops and Kids
*Priority categories derive from the 2000-2005 Strategic Plan
TAB 5
Attachment 3
Soccer Field Supply Work plan
SOCCER FIELD SUPPLY WORK PLAN
PURPOSE
To explore options for addressing the short term need for increasing the
supply/use of soccer fields for practice activities, and potentially for
addressing the long term need for additional full-size soccer fields for games
and practices.
Oak Meadow Park
Task: Explore the use of the large open area of Oak Meadow Park for soccer
practice.
Steps:
1. Meet with Los Gatos United Soccer League to determine the interest in
and specific times and frequency needed for using Oak Meadow Park
for soccer practice soccer.
2. Conduct a usage study to determine the public use of the open area at
the times requested.
3. Determine the development and maintenance costs for using the open
area for soccer practice.
4. Assess parking demand and supply for using the open area for soccer
practice.
5. Determine impacts and mitigations associated with using the open
area for soccer practice; identify resources for funding mitigations.
6. Publicize and hold a public hearing before the Parks Commission,
using the information and analysis collected, regarding the use of the
open area for soccer practice.
7. Transmit Parks Commission recommendation to the Town Council for
a second public hearing.
8. Based on Council direction, follow through on next steps.
Timeline:
■ If usage study is to include the summer months, this task is estimated
to be completed by October, 2005 (up to Council meeting).
■ If usage study does not include the summer months, this task is
estimated to completed by May, 2005 (up to Council meeting).
i
Field Lighting
Task: Explore the installation of temporary or permanent lighting at one or
more school soccer fields.
Steps:
1. Meet with Los Gatos United Soccer League to identify desired fields for
the installation of lighting.
2. Meet with indicated schools to identify interest, opportunities and
challenges regarding field lighting, as well as process required to
obtain approval from school officials.
3. Assess physical capacity and constraints associated with lighting
indicated fields, lighting requirements for the fields, and impacts on the
surrounding neighborhood.
4. Develop cost estimates for temporary and permanent lighting of the
field(s); identify resources for funding lighting.
5. Publicize and hold neighborhood meetings regarding the installation of
temporary and permanent lighting of the field(s).
6. Based on outcome of neighborhood meetings, publicize and hold
public meeting at Town Council regarding lighting, funding (if Town
funds are needed), and next steps.
7. Follow through on next steps as directed by Council.
Timeline:
■ This task is estimated to completed by May, 2005 (up to Town Council
meeting).
Creation of Soccer Field Task Force
Task: Explore the interest of the community in creating a task force to
address the long-term need for additional soccer fields.
Steps:
At Council retreat, discuss purpose of the task force, possible roles of
the community and the Town on the task force, and the composition of
the task force. (Note: composition could include one or two Council
members, representative from the Parks Commission,
representative(s) from the United Soccer League, parents, and other
interested community members.)
2. Meet with Los Gatos United Soccer League to determine interest in
creating a task force and the roles and composition as discussed by
Council.
3. If the League is interested in creating a task force, Mayor would
appoint one or two Council members to serve on the task force and
request the Parks Commission to appoint a member (if Council so
desires).
4. Task Force would meet to discuss purpose, roles and work plan for
moving forward.
Timeline:
It is estimated that the Task Force could be formed by April, 2005.
TAB 6
Attachment 4
Prop 12 and Prop 40 Park Funds Memorandum
(fo MEMORANDUM
PARKS & PUBLIC WORKS DEPARTMENT
TO: DEBRA J. FIGONE, TOWN MANAGER
FROM: JOHN E. CURTIS, DIRECTOR PARKS AND PUBLIC WORKS G
SUBJECT: RECOMMENDED TOWN PARK PROJECTS FOR PROPOSITIONS 12 AND
40 GRANT FUNDING AND DESIGNATING GRANT FUNDS FOR THESE
PROJECTS
DATE: JANUARY 21, 2005
BACKGROUND:
Two bond acts were approved by the voters of California to provide funds for specific parks and
trails facilities projects: Proposition 12, the California Safe Neighborhood Parks, Clean Water
Clean Air and Coastal Protection Act of 2000, and Proposition 40, the California Clean Water,
Clean Air, Safe Neighborhood Parks and Protection Act of 2002. Both Propositions have
designated funding under Per Capita and Roberti Z-Berg Harris Grant Programs, of which the
Town has secured its allotments. To use these funds, a project application must be submitted and
approved by the State Parks Program.
The time frame to use these funding sources is narrowing. For Proposition 12, the projects must
be fully completed by June 30, 2008, and the Proposition 40 projects must be fully completed by
June 30, 2010, or the grant funds will revert to the State Legislature.
There are two types of grants funds available within both Proposition 12 and 40: the Per Capita
and Roberti Z-Berg Harris grants. These specific grant funds are not "competitive grants," but
have allocated amounts to each municipality based upon population size. The following describes
the purpose of each grant type:
Per Capita Grant Funds: Both Propositions 12 and 40 Per Capita grant funds are to acquire,
rehabilitate or develop recreational facilities that promote family and youth activities. Funds
can only be used for capital outlay and are intended to meet a community's highest-priority
need(s) for safe and accessible local park and recreational facilities that increase positive
alternative opportunities for the community. These funds can also be used to upgrade existing
facilities that reduce future ongoing operating expenditures. There is no matching fund
requirement for the Per Capita grant funds.
PAGE" 2
SUBJECT: RECOMMENDED TOWN PARK PROJECTS FOR PROPOSITIONS 12 AND
40 GRANT FUNDING AND DESIGNATING GRANT FUNDS FOR THESE
PROJECTS
JANUARY 21, 2005
Roberti Z-Berg Harris Grant: Similar to the Per Capita criteria listed above, but includes a
requirement to provide accessibility opportunities for large numbers of the population and/or
special needs groups, such as seniors or at-risk youth. The Proposition 12 Roberti Z-Berg
Harris grant has a 30% matching requirement, whereas Proposition 40 does not have a
matching requirement.
The following is a display of the total amount of funding available to the Town from both
Propositions. The Town's allotment is shown as well as an allotment for the City of Monte
Sereno, which was dedicated to the Town in 2001:
Proposition 12 (2000 Bond Act) Grants Available:
Per Capita Allocation (Los Gatos (LG) Allotment) $276,000
Per Capita Allocation (Monte Sereno (MS) Allotment) 39,000
Subtotal
Roberti Z-Berg-Harris (Requires 30% Match)(LG Allotment) $ 98,672
Roberti Z-Berg-Harris (Requires 30% Match)(MS Allotment) 10,103
Subtotal
Total Proposition 12 Grants Available Until 2008:
Proposition 40 (2002 Bond Act) Grants Available:
Per Capita Allotment to Los Gatos $220,000
Roberti Z-Berg Harris Allotment to Los Gatos 78,392
Subtotal
Total Proposition 40 Grants Available Until 2010:
$315,000
$108,775
$423,775
$298,392
$298,392
Grand Total Grants Available $722,167
PAGE 3
SUBJECT: RECOMMENDED TOWN PARK PROJECTS FOR PROPOSITIONS 12 AND
40 GRANT FUNDING AND DESIGNATING GRANT FUNDS FOR THESE
PROJECTS
JANUARY 21, 2005
Designated Funds to Date:
Skateboard Park $125,000*
Dog Park 25,000
Oak Meadow Trellis 45,000
Total Designated Funds to Date: 195 000
Undesignated Grant Funds $ 527,167
* In addition to this amount, the City of Monte Sereno has dedicated $100, 000 of their
Proposition 40 Per Capita funds to the Town of Los Gatos for the Skate park.
The Town has secured its allocations as granted under both Propositions 12 and 40, having
adopted Resolutions and completed contracts as required by the State Department of Parks. The
next steps in the process are to submit project request documents to the State for their approval
of our proposed use of the grant funds. To date, the Council has designated three projects for
some of the grant funds, under the Parks Commission's recommendation: the Skateboard Park
($125,000), the West Valley Cities Dog Park ($25,000), and the Oak Meadow Park Trellis
($45,000). These three projects total $175,000; or 24% of the $722,167 allocation.
As there is a time limit for accessing these funds, this report will provide information on the
status of the designated projects and additional projects staff consider as high priority candidates
for these grant funds, with information on next steps.
DISCUSSION:
Three projects have been approved so far by Council for the Proposition 12 and 40 grant funds.
The following is a brief status for each project:
Skateboard Park:
This project will construct a permanent above-ground skateboard park at the Miles Avenue
parking lot. In addition to the $125,000 designated from Proposition 12 Per Capita grant funds,
the City of Monte Sereno has designated $100,000 of their Proposition 40 Per Capita grant funds.
Additionally, an application for competitive grant funding from Proposition 40 State Urban Parks
and Healthy Communities Program to cover the remaining cost to build the Skate park is
pending. (Although similarly named, that grant program is not part of this grant review).
PAGE 4
SUBJECT: RECOMMENDED TOWN PARK PROJECTS FOR PROPOSITIONS 12 AND
40 GRANT FUNDING AND DESIGNATING GRANT FUNDS FOR THESE
PROJECTS
JANUARY 21, 2005
West Valley Cities Dog Park:
This project, headed by the City of Campbell, will construct a dog park on property owned by the
County of Santa Clara. The project's location is near the northern border of Los Gatos along the
Los Gatos Creek Trail southwest of the freeway interchange at Camden Avenue and Highway 17.
In order to dedicate Town grant funds to the City of Campbell, the State Parks Program has
indicated the Town must first enter a Memorandum of Understanding (MOU) with the County of
Santa Clara before the application is submitted, because the County is the property owner and
will provide ongoing maintenance of this new park. The City of Campbell has an MOU with the
County to construct the Dog Park and is utilizing their General Funds as well as contributions
from other cities. The State has indicated it is possible that this project might not be approved for
Proposition 12 or 40 funds because it is not a project that will be managed or operated by the
Town. However, the State also indicated that since Los Gatos residents will be utilizing the new
Dog Park, the State may make an exception to this matter. Therefore, an MOU is required in
advance of submitting the documents for State review and approval. An MOU has not been
finalized, as staff continues to seek clarification on this matter from the State. If grant funds are
not available and the Town wants to contribute, capital funds will be required. The Town may
need to re-evaluate its contribution to this project.
Oak Meadow Trellis:
This project is to convert the old bandstand in Oak Meadow Park to a new group picnic area with
BBQs, picnic tables and benches and an overhead trellis to provide shade. As a result of
discussions with State Parks staff, a revision to the Oak Meadow Trellis Project is necessary,
causing an increase in the project cost. The original cost estimate was only for the trellis which
remains at $45,000. However, as all grant fund projects must also meet ADA standards, the
installation of a new sidewalk will be required. Additionally, new picnic tables, benches and
BBQ pits should be included. All these added improvements increase that project's cost by
$30,000. Consequently, staff recommends increasing the Trellis Project cost from $45,000 to
$75,000. This project qualifies under the Proposition 12 Roberti-Z. Berg Harris grant fund, which
has a 30% matching fund requirement. Since members of the community have already
volunteered their time with the design and additional donated time is anticipated, and some staff
time has been spent on this project, these in-kind/volunteer services will be quantified and
proposed as the 30% matching fund requirement.
PAGE 5
SUBJECT: RECOMMENDED TOWN PARK PROJECTS FOR PROPOSITIONS 12 AND
40 GRANT FUNDING AND DESIGNATING GRANT FUNDS FOR THESE
PROJECTS
JANUARY 21, 2005
The following lists the recommended grant amounts for the currently approved projects:
Designated Project Summary
Designated Grant
Amount
Skateboard Park
$ 125,000
West Valley Cities Dog Park
$ 25,000
Oak Meadow Park Trellis Construction
$ 45,000
Total Amount of Designated Prop 12/40 Projects
$195,000
Oak Meadow Park Trellis Project-Additional expenses for
sidewalks, tables & benches
$ 30,000
Revised Total for Designated Prop 12/40 Funded Projects
$225,000
Total Proposition 12 & 40 Allocated Funds Available
$ 722,167
Revised Balance Undesignated Prop 12/40 Funds
$ 497,167
Proposed Additional Grant Funded Projects:
Staff compiles a "capital improvement needs list" each year, identifying the Town's existing
parks and trails infrastructure needs based upon facilities that are aged and in need of upgrades
(Attachment 1). Some of these projects would replace existing structures, whereas others would
improve access, meet current use needs, and/or reduce ongoing operations costs, (acceptable
qualifying criteria under Propositions 12 and 40 grant requirements). This list was reviewed by
the Parks Commission which included improvements to existing structures, such as re-roofing,
which unfortunately do not qualify for this particular grant funding. Staff has identified four
projects that have been on the CIP needs list awaiting funding. These four projects are in four
high-use park areas and are considered important upgrades in terms of volumes of park users and
age of facilities.
PAGE 6
SUBJECT: RECOMMENDED TOWN PARK PROJECTS FOR PROPOSITIONS 12 AND
40 GRANT FUNDING AND DESIGNATING GRANT FUNDS FOR THESE
PROJECTS
JANUARY 21, 2005
Staff proposes utilizing the undesignated grant funds for the following park improvement
projects:
Proposed New Parks Projects
Estimated Project Cost
Blossom Hill Park Tennis Court Lighting Upgrades
$ 30,000
Bachman Park Irrigation Upgrades
$ 100,000
Oak Meadow Park Paved Pathway from Bandstand to Restrooms
$ 100,000
Balzar Field Bathroom Remodel & Expansion
$ 130,000
Total of Additional Proposed Projects
$ 360,000
The following summarizes each project's intent:
The Blossom Hill Park Tennis Court Lighting Upgrade ($30,000) project would install
lighting switches so that the court's lighting is on when used and ongoing electrical expenses
are reduced. Currently the lighting is on a timer that turns the lights on at dusk and off at
9PM. There is no mechanism to turn the lights off when not is use. The current electricity
expense is about $5,000 per year, of which irrigation control expenses are about $200
annually. Installing lighting upgrades are anticipated to reduce the ongoing electricity
expenditures by 50%.
Bachman Park Irrigation Upgrades $100,000) would install a watering system that waters
the lawn area on demand, rather than on the current timer system. Currently, the water
expenditures are approximately $7,500 per year. The irrigation problems include water from
sprinklers that drains down the large lawn slope and soaks the lower areas in the park, an
issue in summer causing poor drainage and soggy lawn areas which can't be enjoyed by park
users. Installing a sprinkler system that irrigates-on-demand only will eliminate the excess
water issues and reduce ongoing water expenditures by approximately 30%.
• The Oak Meadow Park Pathway Project $100,000) will provide a paved pathway to
increase access for wheelchair users and those with walking difficulties. Currently the path is
gravel and difficult to maneuver for some members of the community. Access to facilities is
required in all public facilities. This project will bring the park into compliance with
Americans with Disabilities Act (ADA).
PAGE 7
SUBJECT: RECOMMENDED TOWN PARK PROJECTS FOR PROPOSITIONS 12 AND
40 GRANT FUNDING AND DESIGNATING GRANT FUNDS FOR THESE
PROJECTS
JANUARY 21, 2005
Balzar Field Bathroom Remodel and Facility Expansion ($130,0001 is to increase and
improve the restroom facilities, storage area and baseball use facilities, including upgraded
bleachers and dugout pits. The current facilities are insufficient to meet current demands:
there are only two toilets. These facilities are insufficient when the baseball park is in fall
use. Little League annually maintains the baseball field and is the main user of that park.
With the addition of a Skate park nearby, this project will provide the necessary added
facilities for those park users as well.
The combination of the three designated and the four additional suggested projects are as
follows:
Designated Projects Grant Projects (Revised Amount)
$ 225,000
. Four Additional Parks Projects
$ 360,000
Total Recommended Parks Grant Projects
$ 585,000
Balance Undesignated Funds
$137,000
Utilizing the grant funding for several areas and purposes in Town will benefit a broad cross-
section of park users. If approved by Council, the designated parks project funds will be
increased to $585,000, with a balance of $137,167. This undesignated balance could be held as
leverage funding for future projects such as a Soccer Field Project, Highway 9 Creek Trail
Access Project or for other parks improvement projects identified by Council. If Council prefers
to not designate funds for any or all of these proposed projects at this time it is important to note
that the time line to utilize these grant funds is narrowing, given the time necessary to prepare
and construct park projects.
Grant Process - Next Steps: The next steps in the grant process are to submit project application
documents for the State Department of Parks review. Depending upon the nature of the project,
these applications include project descriptions, maps, and construction estimates with
information on community support for the project. The State has indicated that once project
proposal documentation is submitted by the Town, their review turn-around time is four to six
weeks. All projects will be reviewed by the State for final approval of grant fund use.
PAGE 8
SUBJECT: RECOMMENDED TOWN PARK PROJECTS FOR PROPOSITIONS 12 AND
40 GRANT FUNDING AND DESIGNATING GRANT FUNDS FOR THESE
PROJECTS
JANUARY 21, 2005
CONCLUSION:
The opportunity to improve and upgrade our Town Parks facilities has been made available with
Proposition 12 and 40 grant funds. Council has approved a portion of the grant funds for three (3)
projects. Staff recommends adding four (4) additional projects for this funding source that will
have a positive community benefit in several recreational activities and several areas of Town.
To provide a well balanced approach to meet the needs of as many members of the community as
possible, staff recommends utilizing these grant funds for a total of seven (7) parks projects,
including the increased allocation from Roberti Z. Berg Harris grant for the Oak Meadow trellis
proj ect.
ENVIRONMENTAL ASSESSMENT:
Are projects as defined under CEQA but are Categorically Exempt (Sections 15301(0), 15303(e),
and 15304(b) of the State CEQA Guidelines. Notices of Exemption will not be filed.
FISCAL IMPACT:
The fiscal impact is as stated throughout this report
With Council direction, staff will submit park project application documents to the State and
incorporate approved grant funded appropriations (with matching contributions as required) into
the upcoming FY 2005-06 Capital Improvement Budget.
JC:MGG:pg
N:\MGR\AdminWorkFileslcnclrpts\Prop 12-40 Grand.wpd
Attachment: Los Gatos Parks Improvement Needs List
Los Gatos Parks Improvement Needs List
Skateboard Park
Oak Meadow Park Picnic Area Improvements
Oak Meadow Park Trellis-Bandstand Conversion
Blossom Hill Park Tennis Court Lighting Upgrade
Oak Hill Pla lot Concrete Path Replacement
Bachman Park Irrigation Improvements
Vasona Loo Trail Design and Construction
Downtown Parkin Lot Irrigation Improvements
Oak Meadow Park -Pave Pathway from Parkin Lot to Restrooms
Worchester Park Paving of Pathways
Bel atos Park: Repair/pave trail to picnic area & service road
Blossom Hill Park: Repair and pave service road around baseball field
Live Oak Manor Park: Install new li tin system
Live Oak Manor Park: Install new patio/ picnic area
Balzar Field: Remodel & expand restrooms
La Rinconada Park: Repair and reconstruct trail
Town Plaza Fountain: Install sewer a vent
Trail Construction on Shannon Road
West Valle Cities Do Park
Highway 9-LG Creek Trail: Add bike-ped access path & bridge
Attachment One
TAB 7
Attachment 5
Community Unity Project Memorandum
(*MEMO RANDUM
COMMUNITY SERVICES DEPARTMENT
To: Debra Figone, Town Manager
From: Regina Falkne unity Services Director
Date: January 20, 2005
Subject: Community Unity Project
PURPOSE
Mayor Wasserman is proposing a "Community Unity" event, to be held this spring. As staff
understands it, the purpose of the event is to:
1. Address needs identified by the community.
2. Give residents representing different constituency groups the opportunity to work
together.
3. Establish a model program that can be easily repeated annually (or semi annually)
and serve as a prototype for other communities.
This item is on the Council Retreat agenda to allow the Mayor to present his ideas and obtain
feedback from the other Council members. Staff has met with the Mayor to better understand his
vision in order to assist the Council with its discussion about the proposed Community Unity
event. Based on our conversations with the Mayor, staff has outlined below our thinking on the
potential project elements that can be implemented within existing resources.
COMMUNITY UNITY PROJECT
Project Description
The Community Unity event is seen as a meeting at which community members identify projects
that they, as volunteers, will undertake. The meeting would be held in mid to late March, on a
weekday, probably in the early evening hours. The Neighborhood Center or some other large,
accessible facility would be scheduled for the meeting.
Invitations and Registration
The event would be publicized through a press release, the Town's website, and KCAT. In
addition, invitations and registration forms would be sent electronically to the Mayor's
distribution list which could be expanded to include additional names provided by Council or
staff. (Exhibit A)
Community Unity Project
January 20, 2005
Page 2
Registration forms would collect general contact information. On the form, registrants would be
asked to list five community needs. Registrants will be encouraged to select projects that they, or
their organization, are willing to contribute to and have minimal impact on Town resources.
Contributions can be in the form of labor, materials and/or cash. A sample registration form is
attached (Exhibit B).
The Event
At the meeting, attendees would be asked to briefly introduce themselves and their agencies. The
top five community projects would be reviewed and prioritized at the event through breakout
groups or other facilitated means depending on the number of people in attendance. Projects may
be added or eliminated through a facilitated discussion. Project teams would be developed at the
meeting and coordination meetings established.
Coordination
The Mayor and Council Member's involvement in the event would encourage community
participation. The Community Services Commission, a sponsor of similar events, has indicated it
would like to play a role. Impact of this event would be limited to assistance with meeting
planning and coordination; and, with facilitation at the meeting. Staff resources committed to an
annual community networking event, Project Matchmaker, can be transferred to. this event.
Project Matchmaker will be discontinued.
Timeline
Holding the project in March will allow for Council input. and publicity in advance of the event.
A draft schedule follows:
January 29
February 17
February 22
March 22
Networking Information
discuss at Council Retreat
include in State of the Town address
mail invitation letter
hold event
Agency representatives could bring marketing materials to be displayed at an information table.
The Town would provide materials of interest to the agencies, such as web-based resources for
non-profit organizations. The event could also be used to market Town programs and services
and to solicit volunteers.
Exhibits:
A. Community Unity email list
B. Community Unity Registration Form
CADocuments and Settings\pgarcia\Local Settings\TempNgr memompd
Exhibit A
Community Unity
Unitiniz Los Gatans Under a Banner of Service
{ indicates they have asked to participate in Community Unity)
GROUPS:
*AAUW
*Alive and Loving Life
*A Place for Teens
*American Cancer Society (LG)
*Art Docents
*Assistance League of Los Gatos
*Boy Scout Troop #339
*Boy Scout Troop #501
*Boy Scout Venturing Crew 501
*Calvary Church
*Calvary Church
*Calvary Church
*CASA
*CASA
*Club Live
*Club Live
*Collective Roots Garden Project
*Congregation Shir Hadash
*Congregation Shir Hadash
*Courtside Club
*Courtside Community Partnership
*Faith Lutheran Church
*Fisher Adopt-A-Trail
(via Joanne Benjamin) 354-7226
Trudy McCulloch.
3 54-2730x21:
Mike Loya
395-5553
Heidi Lisbona (Kiwanis)
688-0114
Francis Barnes
354-2083
Gail Hehir
356-6427
Debbie Gary
358-2518
Bill Flood, Scout Master
348-1263
Rick Kananen, Advisor/lndiv
395-5672
Pastor Bob Thomas
356-5126
Lamar Allen,Pastor
356-5126
Rick Booth
356-5126
Pearl Burns
859-4545
Vicki Thorburn
356-2689
Lisa Miller (co-chair)
358-8063
Debbie Litle (co-chair)
353-2636
Sarina Eichelberger
644-8810
Rabbi Melanie Aron
358-1751x4
Art & Gladie Rabitz 354-7357
Lisa Graf, Gen'l Mngr
395-7111x201
Shelley Gaines
395-7111x246
Rev. Cork Kallas, Pastor
356-5055
Vicki Hack
358-3673
lben999@verizon.net
tmcculoch cnr l s.net
mike( ftsrecreation.org
hlisbona@hotmail.com
artdocents@kobmfl.com
hehirwg@aol.com
debbieM@comcast.net
wmflood@_aol.com.
rkamnen(a_comcast.net
bthomas@calvary.com
lallen(bcalvaMlg com
handyhelpersforchnstnasyahoo.com
pearlbumes@comcast.net
vtcasa&omcast.net
bluwater iginIff,mm.com
dlitle@earddink.net
thebergerofeich@hotmail.com
mbbiaron@ shirbadash. org
pedorabbit@aol.com
lgg@courtsideclub.com
sgaines@courtsideclub.com
prcork@aol.com
camstef _aol.com
GROUPS (cont'd):
Page 2
(*indicates they have asked to participa
te in Community Unity)
*Friday Night Live
Kathy Winkelman
358-2004
kadi winkelman(a~hotmail.com
*Highway 9 Group
Joanne Peth
395-4268
i.pefliAcomcast.net
*Hilibrook School Service Corps
Jodi Kittle
356-6116x417
jkittle&Jillbrook.org
*Hillbrook School Cmmnty Reltns
Carolyn Stiles
356-6116x330
cstiles(c_hillbrook.org
*History Club of Los Gatos
Phyllis Hardin, Chair (sick)
354-2255
hardin95030Aaol.com
*History Club of Los Gatos
Joanne Brice (will help)
356-9035
ioanne@blossomhillcrafts.com
*Italian Catholic Federation
Donna Pfaff
265-7902
ponsellel&etzero.net
*KCAT
George Sampson
asampson9ll@cs.com
*League of Women Voters of SW SCC
(via Joanne Benjamin)
354-7266
Lben999@,verizon.net
*Leadership Los Gatos
via Ronee and the Chamber
395-5951
chamber(a_,losgatosweb.com
*Leadership Los Gatos Alumni
John Bourgeois h-356-7747/w-448-9450
bl our eois ,harveyecolog
*LG Art Association
Elke Groves
356-9256
artistelke@mac.com
*LG Beautification Committee
Gary Schloh (temp)
354-4551
egaxvPschloh.com
*LG Live Oak Senior Center
Joanne Benjamin, Pres
354-7266
iben999@verizon.net
*LG Chamber of Commerce
Ronee Nassi
395-5951
chamber dlosgatosweb.com
*LG Community Foundation
Jane Goldbach
356-0085
gaubach(a)vahoo.com
*LG Film Festival & Cinecats
Joanne Tatesfore
354-0608
joannet&talesforedesicn.com
*LG Lions Club
Carol Musser, Pres.
354-0913
ccmusser@aol.com
*LG Lion's Club
Roger Mason
356-3000
rmason@smwb.com
*LG Little League
Rob Dunne
358-2809
dunnelaw(gaol.com
*LG Kiwanis
Laura Bajuk, Pres
395-7375
LGMUSEUMS(c_aol.com
*LG Meadows Mollie Drake, Dir of Admssns
354.0292
mdrake(a_ehf.org
*LG Museum Assoc.
Laura Bajuk, Pres
395-7375
LGMUSEUMSAaol.com
*LG Optimist Club
Ben Fong h-395-93421w-894-6030
ben.fong_@comcast.net
*LG Rotary (Morning)
John Curtis, lies
399-5770
johncurtis6111@aol.com
GROUPS ko>r Vd):
Pagel
,
(*indicates they have asked to participate in Community Unity)
*LG Rotary (Morning)
Art Adams, speakers
650-842-5245
Art@heff rg_oup.com
*LG Rotary (Noon)
BarneyDavidge
354-0891
bdavidge@bdavidge.com
*LG Rotary (Noon)
Paul Clark, Pres.
2553728
psclark(a~pacbell.net
*LG Rowing Club
Bruce Broadwater, Pres
357-8215
bdwatergate.net
*LG-Saratoga HD District Trustee
Phil Nielsen
PBNIELSEN@~oi.com
*LG Saratoga Rec Dept.
Steve Rauwolf
354-8700x222
steve@Igsrecreation.org
*LG SAvefronguedCatffoastmasterClub
Richard Geno, Pres
Richard@thesocraticcoach.com.
*LG United Methodist Church
Rev. Judith Stone, Pastor
802-8552
Mjstone@aot.com
*LG United Methodist Church
Karen Noe
3544730
karen:noeAlgumc.o
*LG United Methodist Church Jean Mundell and Joan Nunn
354-4730
JMundellft_compuserve.com
*LG United Soccer League
Ed SanJuan
742-0209
ed.sanjuan(a_lmco.com
LG Youth Commission
Sunoz "Sunny" Soroosh
356-9906
sunozll@aol.com
*Montalvo Arts Center Katie
Haggerty, Dir. Of Arts Ed. & Outreach 961-5812
khaggerM&yillamontalvo.org
*Montalvo Arts Center Kim Worseneroft, Trstee & Chair, Ed. Commtte 3954888
kimworsencroftgcomcast.net
*New Millineum Foundation
Joanne Rodgers
356-1858
jrod eg rs43A_aol.com
*PG & E
Darren Deffer
282-7159
dddi@pge.com
*Pat Tillman Foundation
Alex Garwood, Exec. Dir,
857-6245 agarwood&attilhnanfoundation net
*Presbyterian Church of Los Gatos
Rev. Mark Burnham, Pastor
356-6156
revmrb#mindspring.com
*Sacred Heart CommunityServiees
Sue Ryan
395-3011
RMontero5@aol.com
*Saint Luke's Episcopal Church
The Rev. Deacon Jo Weber
354-2195
deacongstlukeslg.org
*Saint Mary's School
Carol Thornton - youth director
354-3726x121
cthomton@,stmarysl .org
*Saint Mary's Church
Fr. Justin Zawadski, Pastor
354-3726
jrzAsgMslg.org
*Saint Mary's Church
Jane Ferguson-pastoral care
354-3726x123
fifer ug_son a,stmarslg.org
*Skyland United Church
Rev. Stephen Glauz -Todrank, Pastor 353-1310
sglauztodmp1jgcs.com
*West Valley Advisory Committee (Red Cross) Rosalie Patterson (Kiwani) 354-6558 NovemberRedRose(,aol.com
LOS GATOS HIGH SCHOOL and AFFILIATES:
indicates they have asked to participate in Community Unity)
*LGHS Alumni Association Chris Miller 354-1504
?LGHS Alumni Association Dan Pinschmidt
*LGHS Staff Trudy McCulloch 354-2730x212
*LGHS Clubs (other than belo)0
*LGHS Community Club
*LGHS Diversity Task Force
*LGHS Friday Night Live
*LGHS Gay-Straight Alliance
*LGHS Harry Potter Club
*LGHS Interact Club (Rotary)
*LGHS Interact Club (Rotary)
*LGHS Key Club (Kiwanis)
* LGHS Kids Cheering Kids
*LGHS Safe Rides
*LGHS Student Body Council
Kevin Webb, Commissioner 399-6356
Ben Johnson, Pres 354-2358
Anita Prasad . 354-7165
John Lynch
Erica Higbt
Danielle Parfitt
Anita Prasad,. co-Pres
Tina Zhu, co-Pres.
John Lynch
Sunoz "Sunny" Suroosh
Alison Williams
Melanie Matsuo, ASB VP
356-1614
353-4860
353-4912
354-7165
268-7428
356-1614
356-9906
3952051
395-4400
Page 4
camillera scu.edu
dpinschmidt(d,hotmail. com
tmcculochna s.net
pggleggedsl)idermo!ikey@3Lahoo.com
islanderlg@yahoo.com
agiiaprasad@Lahoo.com
Igirish47&hotmaii.com
tustbecause@,yahoo.com
DreamMoreorLessna,comcast.net
anitaArasa Ayahoo.com
tina interact yahoo.corn
lairish47@lotmail.com
sunoz 11 e ,aol. com
aJisonw209@comeast.net
mehuatsuo@yahoo_com
INDIVIDUALS: Page 5
(ALL of which have asked to participate in Community Unity)
Ken Barker
356-8210
Aaron Bean
399-8029
Sandy Bell
Tim Boyd
Dave Burt
402-2507
Lee Campbell
839.9200
Jackie Cannizzaro
354-2297
Michelle Chow
395=9344
Sue Clarke
Bob Couse
354-1568
Alastair Dallas
395-6767
Marthin DeBeer
354-6621
Jim & Gini Doss
358-9406
Sally Ellis
395-5513
Pam Fitzhenry
395-7442
Grace Howell
356-3724
Terry Johnston
371-2951
Gigi LaBouff
313-8241
Kay Little
354-2591
Jim Lord
356-5152
Deeann Mahoney
Roger Mason
356-3000
Sandy Nakata
354-9155
Michelle Nelson
354-1666
Joanne Peth (Hwy 9)
395-4268
Bob Pope
371-6869/499-7673
Greg Prow
Celeste Radanovich
356-0011
Gail Randolph
Mark Ross
Betsy Petersen
356-3229
George Sampson (KCAT/KLIV)
Sean Sullivan
399-1040
Rick Sutherland
353-1951
Laurie Terrat
Nanette Thomas
Joe Wall
356-3948
Curt Walleen
356-4271
Kathy Wingo
353-5028
Steve Werner
358-3612
l,barker48@,,yahoo.com
aaron.beo@comcast.net
Sandybell5giuno.com
timoboydA3 ahoo.com
dburt(c_ moorevalue. com
unrhrsd@yahoo.com
jackiecangearthlink.net
Europe4Unaoll.com
Sue. A. Clark(a_delux. com
rcousep,ix.netcom.com
ad&familydallas.com
mdebeer(a,cisco. com
doss572@comcast.net
sallanneellis@iotimd.com
fitz. six(a verizon.net
BBBEAST@aol.com
funinlg@,hotmail.com
gigiglabouff.com
AIRDALE4US&aol.com
JLordxxxkaol.com
deeanmnahone~,@vyhoo.com
RMASONgsmwb.com
sandvnakata@comcast.net
los ate osca( comcast.net
jpeth(a)comcast.net
Bapgp&aol.com
gprow(cobiusvc.com
celeste radanovich@y&oo.com
gailrandolph@,,earthlink.net
imarkross(gearthlink.net
betsc4@,yahoo.com
gsampson9111 e.cs.com
SeanSuI1 van@,,princetoncap.com
rick Amyclickaway.com
lterratp,aol.com
na tg 58A otmail.com
jwalljr(cr~pacbell.net
curt(a,primeselling. com
wecmgA@aol.com
CaptStevenCa aol.com
LGHS CLUBS (POTENTIALLY 1NTERESTED~:
**LGHS Club Commissioner
LGHS Anime Club
LGHS Art Club of LG
LGHS Asian Culture Club
LGHS Author's Favorite Films Assoc.
LGHS Babysitter's Club
LGHS BBQ Club
LGHS Chocolate Club
LGHS Christian Club
LGHS Cooking Club
LGHS Drama Club/Thespian Society
LGHS French Club
LGHS Frisbee Team
LGHS Game Club
LGHS German Club
LGHS Guitar and Bass Club
LGHS Insider Knowledge Club
LGHS Italian Club
LGHS Knitting Club
LGHS Leo's Club (Lions)
LGHS Martial Arts Club
LGHS Math Club
LGHS Motocross Club
LGHS Mountain Bike Club
LGHS Nutrition Club
LGHS Odyssey of the Mind
LGHS Posse
LGHS Robotics Club
LGHS Science Club
LGHS Spanish Club
LGHS Speeeh and Debate
LGHS Surf Club
LGHS Survivor Club
LGHS Union of Progressive Students
Page 6
Kevin Webb 399-6356 pegleggedspidermoukey@,yahoo.com
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Exhibit B
Name
Community Unity Registration Form
Agency / Program
Address
Telephone
Fax
Website
E-mail
Agency / Program Description
Please list five community projects. These should be projects for which you (or
your organization) could contribute labor, materials, and/or money. Also, the
projects should be able to be completed with volunteers with minimal oversight by
Town staff.
Please use the back of this form to add information. (Do not submit additional sheets!)
NACSDVolunteerTroject MatchmakerlCommunity Unity Reg Fortn.wpd
TAB 8
Appendix A
i. 2003 Retreat Council Effectiveness Notes
ii. Town Council Code of Conduct
iii. Leadership Exercise
LOS GATOS TOWN COUNCIL RETREAT
SUMMARY NOTES
January 10-11, 2003
Friday Session: Working Together
Implementation and Assessment of Retreat Items
At the conclusion of the Friday session, the council asked: How will we know that this
retreat was a success 6-9 months from now?
In response, staff agreed to compile a summary report identifying the main points and
suggested action items discussed at the retreat. These items will then be assessed in a
progress report or follow up meeting/retreat with the council.
What is an Effective Council Member?
Effective council members are able to balance the following tensions or competing
values:
• Being proactive about creating change in the community vs.
seeking to preserve and protect the community
• Leading and educating the public on an issue vs.
following the wishes of the public
• Recognizing the short term and
long term implications of an issue and decision
What is an Effective Council Team?
• Members are prepared and knowledgeable on the issues
• Decisions are made based on the best available information, and a careful
interpretation of the data
• Members rely on council discussion at council meetings in making final decisions.
• There are no coalitions or well defined voting blocks
What Constitutes Effective Council Discussion?
• There is an openness to differing points of view
• Members are able to disagree with one another
• Differences are managed constructively
• Members listen to each other with respect
Su,ekested action: At council meetings, members should consider discussing an issue
first, before making a motion.
Appendix A: 1
How Should the Council Partner with Commissions & Boards?
Give them autonomy; respect their decisions unless evidence suggests otherwise
Be cautious about overturning commission decisions
Review selection of commissioners; SgUested actions:
¢ Developing a selection committee
a Enhance the selection process (example: individual interviews)
¢ Expand efforts to recruit applicant pools
~o Do not reject applicants in chambers at council meetings
4 Suggest training opportunities for under qualified candidates to improve
competencies
Suggested action: Ensure training and development opportunities available to
commissioners
Suggested action: Develop a communication mechanism for informing commissions
about council policy decisions
How Should the Council Partner with Staff?
• The current relationship is working exceedingly well; council admires and appreciates
staff
• Council needs to be cautious about overburdening staff
• Council should not do staffs' work
• Council members need to be careful not to create expectations among staff that fit
his/her own interpretations, but do not have the full backing of whole council
Suzzested action: The town manager is empowered to oversee and monitor the council's
actions in regard to overusing or misusing staff; will consult with mayor or other
appropriate council member as necessary.
SuQkested action: The town manager will develop a data base or central clearing house
for tracking the Town's partnerships and the council's involvement with local and
regional groups, boards, commissions, and public institutions. This infonnation will be
made available to the council on a regular basis.
TOWN COUNCIL
CODE OF CONDUCT POLICY
Adopted May 3, 2004
Appendix A: ii
Town of Los Gatos
Council Code of Conduct
Table of Contents
1. Preamble ...........................................................1
II. Form of Government 1
III. Town Council Roles, Responsibilities, and Relationships 1
• Town Council Roles and Responsibilities 2
• Town Council Relationship, to its Work, Each Other and the Public 2
IV. Mayoral and Vice Mayoral Selection Process 2
V. Mayoral and Vice Mayoral Roles, Responsibilities, and Relationships 3-4
VI. Legal and Ethical Standards 4
• Council Conduct in Public Meetings 4-5
• Implementation of Legal and Ethical Standards 5
VII. Legal Requirements 6
• Open Meeting Rules ...............................................6
• Conflicts of Interest 6-8
VIII. Council Conduct and Communication with and Participation in all Boards,
Commissions, and Committees 8
• Conduct .........................................................8
• Communication ....................................................9
• Participation .....................................................10
IX. Council Relationship with Town Staff 10-11
• Council Conduct and Communications with Town Staff 10-11
X. Council Conduct and Communication with the General Public 11
• General Public 11-12
• Land Use Applications 12
• Procurement ...................................................12
XI. Representing an Official Town Position 12
XII. Council Conduct with the Media 13-14
COUNCIL POLICY
TOWN OF LOS GATOS
Subject: Page Enabling Actions:
Town Council Code of
Conduct Policy 1 of 14
Approved: Effective Revised Date:
Date: 5/3/04
1. Preamble
Public trust and mutual respect are essential for effective political leadership and efficient
governance. Democratic governance requires that decision makers be fair, independent, impartial,
and accountable. Based on these values, the Los Gatos Town Council has adopted a Code of
Conduct Policy that establishes guiding principles for appropriate conduct and behavior and sets
forth the expectations of Council Members. The provisions of this policy reflect a commitment by
Council Members to the people they serve and to each other, and more importantly, a desire to seek
what is good for the community.
II. Form of Government
The Town of Los Gatos operates under a Council-Manager form of government as prescribed by
Town Code. Accordingly, members of the Council are elected at-large, provide legislative direction,
set Town policy, and ultimately answer to the public. The Town Manager serves as the Town's chief
administrative officer and is responsible for directing the day-to-day operations of the Town and
implementing policy direction. This is referenced in Section 2.30.305 of the Town Code:
"Neither the Town Council, nor any member thereof, shall direct or request the appointment of any
person to or removal of any person from office by the Town Manager or by any other appointing
officer, or in any manner take part in the appointment of removal of an officer or employee in the
administrative service of the Town. Except for the purpose of inquiry, the Town Council and its
members shall deal with the administrative services solely through the Town Manager, and neither
the Town Council nor any member thereof shall give orders to any Town Officers, other than the
Town Attorney, either publicly or privately. "
III. Town Council Roles, Responsibilities, and Relationships
A council is a collection of diverse individuals who come together to constitute and act as an entity,
and only when operating as an entity can they exercise authority and perform the fulfillment of their
purpose. Working together as a council involves acknowledging and balancing the unique interests,
expertise, and abilities of individual council members, and accepting final decisions of the Council
as the official Town position on such matters.
To achieve success, a council must clearly define and understand its roles, responsibilities, and
relationships. The following outlines the key roles, responsibilities, and relationships of the Los
Gatos Town Council:
Town Council Roles and Responsibilities
The role of the Town Council is to act as a legislative and quasi-judicial body. Through its legislative
and policy authority, the Council is responsible for assessing and achieving the community's desire
for its present and future and for establishing policy direction to achieve its desired outcomes. All
members of the Town Council, including those who serve as Mayor and Vice Mayor have equal
votes.
Town Council Relationship to its Work, Each Other and the Public
Members of the Town Council fulfill their role and responsibilities through shared values that are
reflected in the relationships they have with each other and the public. Town Council Members are
committed to approaching their work, each other, and the public in a manner that reflects:
• Ethical behavior and integrity
• Honesty
• Trust and respect for one another
The commitment of Town Council Members to their work, each other, and the public is also
characterized by:
• Innovation and creative problem solving
• Future orientation and proactive efforts
• Open and constructive communication
• . Shared purpose
IV. Mayoral and Vice Mayoral Selection Process
The selection of the Mayor and Vice Mayor usually occurs annually at the second meeting in
November by majority vote of the Town Council. Section 2.20.035 of the Town Code establishes
this provision.
Serving as Mayor and Vice Mayor is considered to be a privilege, not a right. The Mayor and Vice
Mayor serve at the pleasure of the Town Council and may be replaced at anytime by a majority vote
of the Council. At the time of selection, any member of the Town Council may be nominated to
serve as Mayor or Vice Mayor. Individuals who are elected to serve as Mayor and Vice Mayor are
chosen because their ability to fulfill the roles and responsibilities of these positions, establish a
collegial working relationship with the Council, and ultimately, serve the community.
N:\MGR\AdminMasters\Council Policies\Code of Conduct.wpd
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V. Mayoral and Vice Mayoral Roles, Responsibilities, and Relationships
The following outlines some of the key roles, responsibilities, and relationships as they relate to the
position of Mayor and Vice Mayor:
Mayor
• The Mayor is the presiding officer of the Town Council. In this capacity, the Mayor is
responsible for developing Council agendas in cooperation with the Town Manager and
leading Council meetings.
• The Mayor recommends various standing committee appointments to the Council for
approval.' When making committee recommendations, the Mayor should attempt to balance
shared responsibilities and opportunities among Council Members.
• As the presiding officer of the Town Council, the Mayor is responsible for establishing a
professional and respectful working relationship with the Council and public through
cooperation and collaboration. This includes an obligation to listen and consider issues,
questions, and concerns of the public and Council Members as they relate to Council
meetings and the agenda setting process.
• The title of Mayor carries with it the responsibility of communicating with the Town
Council, Town Manager, and members of the public. In this capacity, the Mayor serves as
the Town "spokesperson" representing the Council in official and ceremonial occasions.
• As the official Town spokesperson, the Mayor performs special duties consistent. with the
Mayoral office, including, but not limited to: signing of documents on behalf of the Town,
issuing proclamations, serving as the official voting delegate for various municipal advocacy
groups, such as the League of California Cities, and delivering the State of the Town
Address.' The Town Council will determine any additional authority or duties that the
Mayor shall perform.
• Special duties consistent of the Mayoral office may be delegated to the Vice Mayor or any
other member of the Town Council.
• The Mayor may establish a series of achievable community goals during his/her year in office
in collaboration with the Town Council and in consultation with the Town Manager. These
proposed goals are subject to evaluation using criteria such as, but not limited to, their
relationship to other Town priorities, the capacity of the Town budget, availability of staff,
and other necessary resources required for implementation. Implementation of such goals,
however, would require formal Council approval.
' Council Agenda Format and Rules Policy
z Council Commendation and Proclamation Policy
N:\MGR\AdminMasters\Council Policies\Code of Conduct.wpd
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• In the event that a Council Member acts contrary to approved Council policies, the Mayor
shall counsel the Council Member about the rules set forth in the Council Code of Conduct
policy or other applicable Council policies.
• In the event that one or more members of a Town Board, Commission, or Committee acts
in a manner contrary to approved Board/Commission policies and procedures, the Mayor
may counsel those members about the rules set forth in the Town Commissioner Handbook?
Vice Mayor
• In the Mayor's absence, the Vice Mayor shall perform the formal duties of the Mayor as
noted elsewhere in this document.'
• When the Vice Mayor performs the duties of the Mayor in his/her absence, the Vice Mayor
also carries the responsibility of communicating with the Town Manager, Town Council, and
members of the public. This responsibility includes establishing a professional and
respectful working relationship with the Council, Town Manager and public through
cooperation and collaboration.
• In the event that the Mayor acts contrary to approved Council policies, the Vice Mayor shall
counsel the Mayor about the rules set forth in the Council Code of Conduct policy or other
applicable Council policies.
VI. Legal and Ethical Standards
Understanding that the Council's primary concern is the public interest, Council Members should
work for the common good, rather than for private or personal interests. Council Members must
serve as a model of leadership and civility to the community and treat all members of the public,
each other, and the issues before them with respect to ensure open and effective government.
Council Conduct in Public Meetings
To ensure the highest standards of respect and integrity during public meetings, Council Members
should:
• Use formal titles. The Council should refer to one another formally during Council meetings
such as Mayor, Vice Mayor or Council Member or Mr., Mrs., or Ms., followed by the
individual's last name.
3 Resolution 1999-167
4 Council Agenda Format and Rules Policy
N:\MGR\AdminMasters\Council Policies\Code of Conduct.wpd
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I
• Practice civility and decorum in discussions and debate. Difficult questions, tough
challenges to a particular point of view, and criticism of ideas and information are legitimate
elements of free democracy in action. During public discussions, Council Members should
be respectful of others and diverse opinions, practice objectivity, and allow for the debate of
issues. This does not allow, however, Council Members to make abusive, slanderous, and
personal comments, and/or physical actions that could be construed as threatening.
• Honor the role of the presiding officer in maintaining order and equity. Respect the
Mayor/Chair's efforts to focus discussion on current agenda items. Objections to the
Mayor/Chair's actions should be voiced politely and with reason, following the procedures
outlined in the Town Council Agenda Format and Rules Policy.
• Demonstrate effective problem-solving approaches. Council Members have a public stage
to show how individuals with disparate points of view can find common ground and seek
compromise that benefits the community as a whole. Council Members are role models for
residents, business people, and other stakeholders involved in public debate.
• Base decisions on the best available information. Decisions should be made objectively and
based upon the merits and substance of the matter at hand, not through established coalitions
or well-defined voting blocks. Judgment of decisions should be reserved until all applicable
information has been presented.
• Be prepared and knowledgeable. To effectively lead and inform the public, Council
Members should be prepared and informed about issues on the agenda.
• Be respectful of other people's time. Council Members should stay focused, listen
attentively, and act efficiently during public meetings. During public testimony, Council
Members should refrain from engaging the speaker in dialogue. However, for purposes of
clarification, Council may ask the speaker questions. Council comment and discussion
should commence upon the conclusion of all public testimony.
• Treat others as you would like to be treated. To maintain effective interpersonal
relationships, Council Members should treat others the way they would expect to be treated.
Council Members should be professional in all situations and circumstances, conducting
themselves in a consistent, confident, competent, and productive manner.
Implementation of Legal and Ethical Standards
Legal and ethical standards will be included in the regular orientations for Town Council Candidates
and newly elected Council Members. Newly elected Council Members should sign a statement
affirming they have read and understand the Town of Los Gatos Council Code of Conduct Policy.
The Council will endeavor to annually affirm its understanding and commitment to the Code of
Conduct policy.
N:\MGR\AdminMasters\Council Policies\Code of Conduct.wpd
-5-
i
VII. Legal Requirements
The Town Cow-icil operates under a series of laws that regulate its operations as well as the conduct
of its members. The Town Attorney serves as the Town's legal officer and is available to advise the
Council on these matters. Members of the Town Council recognize the importance of following the
law so as not to compromise the effort to achieve the goals of the community.
Open Meeting Rules
The Ralph M. Brown Act.
• Requires that meetings of the Town Council be open and public. "Meetings" occur
whenever three or more members of the Council hear, discuss, or deliberate on any matter
that is relevant to the Town. This includes discussions that occur face to face, serially,
through third parties, or through written, telephonic, or e-mail communications.
• Requires that the agenda for meetings be posted in advance and that discussions and actions
be limited to items appearing on the posted agenda. .
• Allows closed session discussions and actions in limited circumstances, including pending
or anticipated litigation, property acquisition, labor negotiations or the appointment or
evaluation of certain personnel.
• Requires that information provided for closed sessions and the discussions that occur therein
remain confidential and can be revealed only with the approval of the Town Council.
Conflicts of Interest
Existing Town Conflict of Interest Policy.
• Members of the Council are prohibited from being appointed to the board of directors of
nonprofit organizations receiving funds or in-kind contributions from the Town.' This
applies to all "legislative bodies," which are defined to include a private corporation or
entity, including a nonprofit organization that was either created by the Town, or is governed
by a board of directors to which Council has appointed one of its members.
The Political Reform Act. The Act controls conflicts of interests through disclosure of financial
interests and prohibition in participating in decision making
5 Council Public Access to Council Decision Maldng Policy and Council Appointments and Memberships Policy
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• Members of the Town Council are prohibited from making, participating in or in any way
attempting to use their official position to influence a governmental decision in which they
know or have reason to know they have a financial interest. Financial interests can arise out
of property ownership, business investment, leadership in a business entity, and receipt of
income and gifts. Nevertheless, under certain circumstances, Council Members with
conflicts may be allowed to participate in decision making if their economic interest is
affected in a substantially similar manner as a significant segment of the public or if their
participation is legally required in order for an action or decision to be completed.
• Members of the Town Council are prohibited from accepting gifts from a single source in
any calendar year in excess of $340 dollars, adjusted biennially by the Fair Political Practices
Commission (FPPC) to reflect changes in the Consumer Price Index. The Town Attorney
notifies the Council of that amount at the beginning of each calendar year and upon request.
Council Members can also obtain this information directly from the FPPC. There are several
exceptions, including gifts from a spouse, or from a child, parent, grandparent, grandchild,
brother, sister, parent-in-law, brother-in-law, sister-in-law, nephew, niece, aunt, uncle, or first
cousin or the spouse of any such person, information material, gifts that are returned or
donated to a charity within 30 days without being claimed for a tax deduction, campaign
contributions, inheritances and hospitality at a private residence.
• Members of the Town Council are prohibited from receiving loans from public officials,
employees, vendors and consultants.
• Mass mailings of over two hundred or more identical pieces of mail sent at public expense
may not contain the name or pictures of elected officials except as part of a standard
letterhead.
Government Code Section 1090. Section 1090 prohibits "self dealing," which can occur if members
of the Town Council have a financial interest in contracts made by them or by the Council. While
existing contracts are not prohibited, members of the Town Council cannot in any way participate
in making contracts in which they have either a direct or indirect financial interest. Serious criminal
penalties can result from violations of section 1090. The maximum penalty for a willful violation
is a felony with a maximum fine of $1,000 or imprisonment in state prison and a permanent
disqualification from holding any public office in the state.
Incompatible Offices. A public officer who is appointed or elected to another public office and
enters the duties of the second office automatically vacates the first office if the two are
incompatible. Offices are incompatible if any significant clash of duties exists between the two
offices, if public policy suggests it would be improper to hold the dual offices, or if either office
exercises power over the other.
Bias. Due process requires that decision makers in certain situations, such as public hearings in land
use matters, be fair and impartial. A personal interest or involvement in the outcome of a matter or
with any participants which is unrelated to the factors upon which an application may be judged
requires disqualification. This rule does not preclude holding opinions, philosophies or strong
feelings about issues or specific projects so long as the decision maker retains an open mind in
considering the evidence.
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Redevelopment Conflicts. The Council, as officers of the Redevelopment Agency, are generally
prohibited from acquiring any interest in property included within the redevelopment project area.
Property can, however, be acquired for personal residential use so long as the redevelopment agency
certifies that it will not make or otherwise arrange for any improvements to the property.
VIII. Council Conduct and Communication with, and Participation in, all Boards,
Commissions, and Committees
There are several committees that Town Council Members have been appointed to or have an
interest in, including but not limited to: Town Council standing and ad hoc committees, Town boards
and commissions, regional boards and commissions, and community-generated committees.
Included in these committees assignment are Council liaisons. A Council liaison is an assignment
by the Council of one or more Council Members to an ad-hoc effort initiated by the Town or in
which the Town is participating as a community partner. This assignment is distinguished from
routine Los Gatos elected official appointments to regional boards and committees and is
accomplished through Council consensus.
To avoid confusion and/or duplication of efforts, Council conduct and communication with and
participation in these types of committees are governed by the following guidelines and rules:
Conduct
• Town boards, commissions, and committees are advisory to the Council as a whole, not
individual Council Members. The Town Council appoints individuals to serve on boards,
commissions, and committees. It is the responsibility of Council Members to follow policy
established by the Council. Council Members should not feel they have the power or right
to influence a board, commission, or committee member in any way. These appointments
should not be used as apolitical "reward."
• Council Members should be respectful of diverse opinions. A primary role of boards,
commissions, and committees is to represent many points of view and to provide advice
based on a full spectrum of concerns and perspectives. Council Members may have a closer
working relationship with some individuals serving on boards, commissions, and
committees, but must be fair and respectful of all board, commission, and committee
members and their opinions.
• Keep political campaign support away from public forums. Board, commission, and
committee members may provide verbal, financial or in-kind assistance to a Council
Member, but not in a public forum while conducting official Town duties. Conversely,
Council Members may provide verbal, financial or in-kind assistance to board, commission,
and committee members who are running for office, but not in an official forum in their
capacity as a Council Member.
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Communication
• Council Members should advise Chair and/or applicable Town Council representative if
attending a board, commission, or committee meeting. Council Members may attend any
board, commission, or committee meeting, which are always open to any member of the
public. However, if a Council Member wishes to attend the meeting of a committee to which
he/she has not been appointed to serve on by the Council, the Council Member, as a
courtesy, should advise the Town representative, if any, as well as the respective committee
chair, and should be mindful ofthe influence ofhis/herpresence. Unless otherwise directed
by the Council, comments made by the Council Member should be made as an individual,
not on behalf of the Town Council.
• Council Members should not deliberate on any Council action if they have specifically
addressed a Town board or commission about that particular issue. If a Council Member
attends a Townboard or commission meeting and wishes to address the board or commission
on matters of interest to that individual Council Member, he/she should recuse
himself/herself from deliberating on any Council action related to the issue discussed.
• Statements made by Council representatives about the Town's official position should be
based on current or past Council action. When serving as a primary or alternate Council
representative on aboard, commission, or committee, statements made by Council Members
regarding Town policy should reflect the majority opinion of the Council, which is defined
by current or past official Council action via Council vote or consensus..
• Primary Council representatives should update the Council about board, commission, and
committee activities. When serving as the primary Council representative on any board,
commission, or committee, Council Members should periodically provide update reports to
the Council during the "Council Matters" opportunity on the Council meeting agenda.
• Recommended actions of a Council Committee should be reported to the Council. When
serving on Council committee, whether standing or ad hoc, all work undertaken by the
committee must be directed by the Council and all recommended actions of a Council
Committee shall be reported to the Council.
• The Mayor may counsel members of a Town Board and Commission about appropriate
public meeting conduct related to the business of the Town. In the event that one or more
members of a Town Board, Commission, or Committee acts in a manner contrary to
approved Board/Commission policies and procedures, the Mayor may counsel those
members about the rules set forth in the Town Commissioner Handbook
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Participation
• Appointed primary Council representatives are responsible for attending and participating
in applicable board, commission, and committee meetings. If a Council Member has been
appointed as the primary Council representative for a board, commission, or committee, that
Council Member is responsible for attending the regularly scheduled meetings. In the event
that he or she is unable to attend, the primary representative should notify the chair, and the
appointed alternate Council representative should attend in the place of the primary.
• Appointed alternate Council representatives shouldfamiliarize themselves with thepractices
and procedures of the respective board, commission, or committee. If a Council Member
is appointed as an alternate Council representative to a board, commission, or committee, the
alternate should initially attend one meeting to orient himself/herself to the
board/commission/committee's practices and procedures and to avoid confusion or
duplication of efforts. Alternates are discouraged from regular attendance at
board/commission/committee meetings when the primary Council representative is available
to attend.
IX. Council Relationship with Town Staff
The Town Council respects the Council-Manager form of government. The Town Manager
implements the Council's vision, policies, and goals through the Town staff and is responsible for
directing the day-to-day operations of the Town as outlined in Section 2.30.305 of the Town Code.
The Council values partnering and collaborating with the Town Manager and the Town organization
to achieve the community's vision. The Council-Manager relationship is affected by the
expectations, styles, and personalities of the Council and Manager who are in place at the time.
Despite the value ofpartnership and collaboration, these policies are intended to establish boundaries
and expectations based upon the role of the Town Manager as set forth by the Town Code and the
Council-Manager form of government structure. As such, they transcend individual personalities
and agreed upon styles that might affect their implementation.
Council Conduct and Communications with Town Staff
To enhance its working relationship with staff, Council should be mindful of the support and
resources needed to accomplish Council goals. When communicating and working with staff,
Council should follow these guidelines:
• Council Members should treat staff as professionals. Clear, honest communication that
respects the abilities, experience, and dignity ofeach individual is expected. As with Council
colleagues, practice civility and decorum in all interactions with Town staff.
• Council Members should respect the Council-Manager form of government. Routine
questions of Town staff should be directed to the Town Manager, Town Attorney, or the
Manager's designee. Council Members should not set up meetings with department staff
directly, but work through the Town Manager. When in doubt about appropriate staff
contact, Council Members should ask the Town Manager.
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• The Town Manager and staff are responsible for implementing Town policy and/or Council
action. The processing of Council policy and decisions takes place with the Town Manager
and staff. Council should not direct policy/program administrative functions and
implementation; rather it should provide policy guidance to the Town Manager.
• Council Members should attempt to communicate questions, corrections, and/or
clarifications about reports requiring official action to staffprior to Council meetings. Early
feedback will enable staff to address Council questions and incorporate minor corrections
or changes to a Council report, resulting in a more efficient Council meeting discussion.
• Council Members should not direct the Town Manager to initiate any action, change a
course of action, or prepare any report without the approval of Council. The Town
Manager's responsibility is to advise on resources available and required for a particular
course of action as it relates to the direction of the majority of the Council.
• Council Members should not attend department staff meetings unless requested by the Town
Manager.
• All Council Members should have the same information with which to make decisions.
Information requested by one Council Member will be shared with all members of the
Council.
• Concerns related to the behavior or work of a Town employee should be directed to the
Town Manager. Council Members should not reprimand employees directly nor should they
communicate their concerns publicly.
• Council Members should not solicitpolitical campaign supportfrom Town staff. Although
Town staff may, as private citizens with constitutional rights, support political candidates,
such activities must take place away from the workplace.
X. Council Conduct and Communication with the General Public
A fundamental principle of democracy is citizen access to elected officials. When meeting
with constituents, Council Members should follow the following conduct and communication
guidelines when addressing the general public and specific interest groups:
General Public
• Council Members should respect the collaborative process of council decision making and
the Council-Manager form of government. Council Members routinely meet with
constituents to hear community concerns, explain Council actions, provide opinions about
a particular issue, and/or address service requests or inquiries. When meeting with
members of the community, Council Members should avoid making commitments that are
inconsistent with prior Town Council action or existing policy or foreclose on decisions
prior to hearing public testimony. If Council Members desire the assistance of staff while
meeting with constituents, they should request that assistance from the Town Manager.
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• Council Members should be mindful of their influence when attending community meetings
that are not organized by the Town. The presence of Council Members can sometimes create
a perception of support for a particular issue or an expectation that a specific action will be
taken.
• While Council Members may take broad philosophical positions on issues of concern to the
Town, they should not commit to a particular position prior to a public meeting. Council
Members should not make public or private promises or commit to a specific position on
current, pending, or future matters to be heard the by the Council. In general, Council
Members should not reach a decision on any agenda item prior to a scheduled public
meeting.
• Council Members should keep political campaign support away from public forums.
Council Members may provide verbal, financial, or in-kind assistance to persons running for
office, but not in an official forum in their capacity as Council Member. Council Members,
however, are free to exercise their rights as individuals to express opinions regarding
political issues, including candidate endorsements.
Land Use Applications
• Information obtained outside of the public hearing process related to a matter pending before
the Town Council must be revealed on the official public record. When evaluating the merits
of a land use application, Council Members must do so objectively and impartially. If a
Council Member meets with a land use applicant or visits a proposed development site
related to a matter pending before the Council and obtains information outside of the public
hearing process, he or she must disclose that information on the official public record, as well
as any facts obtained in the meeting that could influence a Council Member's decision. The
merits of an application can only be evaluated based on information included in the public
record.
Procurement
• Unless authorized by Council, Council Members should not become involved in
administrative processes for acquiring goods and services. The procurement ofgoods and
services is governed by competitive selection processes. To preserve the integrity of this
administrative process, Council Members should refrain from any involvement, unless
otherwise directed by Council. Specific Council interests, however, can be referred to the
Town Manager as appropriate.
XI. Representing an Official Town Position
in the event that individual Council Members are asked to represent or express an official Town
position, they should follow these guidelines:
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• Using the title of Council Member when conducting official Town business. Council
Members may use their title when conducting official Town business, for informational
purposes, or as an indication of background and expertise, carefully considering whether
they are exceeding or appearing to exceed their authority.
• Representing an official Town position before a governmental agency. If a member of the
Town Council appears before another governmental agency organization to give a statement
on an issue affecting the Town, the Council Member should indicate the majority opinion
of the Council, which is defined by current or past official Council action via Council vote
or consensus.
• Sharing personal perspectives and opinions. Personal opinions and comments may be
expressed only if the Council Member clarifies that these statements do not reflect the
official position of the Town Council.
XII. Council Conduct with the Media
Council Members are frequently contacted by the media for background information and quotes
related to Town business and/or community issues. When addressing the media, Council Members
should follow these guidelines:
• Council Members should be professional in all situations and circumstances, conducting
themselves in a respectful manner. When speaking with the media or writing letters to the
media, Council Members should choose their words carefully to ensure that comments and
statements are not taken out of context.
• Council Members should advise the entire Council in advance if they plan to submit a letter
to the media. Early communication could help to alleviate potential misinterpretation and
prepare members of the Council for questions from the media.
• Council Members should clarify whether they are speaking as an individual Council Member
or representing the position of the Town Council. If a Council Member is contacted by the
media or initiates contact with the media, he/she should be clear about whether his/her
comments represent an official Town position/policy or a personal viewpoint.
• Council Members should coordinate with the Town Manager when addressing questions
related to administrative f inctions or processes. To provide accurate information, Council
Members should work with the Town Manager when making statements about
administrative procedures and processes.
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• Council Members should conform to the information policy governed by the Town
Emergency/Disaster Preparedness Plan in the event of a disaster or emergency. To avoid
confusion and ensure the dissemination of factual information during an emergency or
disaster, requests for information should be routed through the appropriately trained public
information personnel as prescribed by the Town Emergency/Disaster Preparedness Plan.
The Town Manager serves as the Emergency Services Director during a disaster and is
responsible for the response plan and the assignment of duties under that plan.
APPROVED AS TO FORM:
Town Attorney
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TOWN COUNCIL
CODE OF CONDUCT POLICY
Adopted May 3, 2004
Appendix A: ii
Town of Los Gatos
Council Code of Conduct
Table of Contents
1. Preamble ............1
II. Form of Government 1
III. Town Council Roles, Responsibilities, and Relationships 1
• Town Council Roles and Responsibilities 2
• Town Council Relationship, to its Work, Each Other and the Public 2
IV. Mayoral and Vice Mayoral Selection Process 2
V. Mayoral and Vice Mayoral Roles, Responsibilities, and Relationships 3-4
VI. Legal and Ethical Standards 4
Council Conduct in Public Meetings . . . . 4-5
. . . . .
• Implementation of Legal and Ethical Standards
VII. Legal Requirements 6
• Open Meeting Rules 6
• Conflicts of Interest 6-8
VIII. Council Conduct and Communication with and Participation in all Boards,
Commissions, and Committees 8
• Conduct .........................................................8
• Communication ...................................................9
• Participation .....................................................10
IX. Council Relationship with Town Staff . 10-11
• Council Conduct and Communications with Town Staff 10-11
X. Council Conduct and Communication with the General Public 11
• General Public 11-12
• Land Use Applications 12
• Procurement ...................................................12
XI. Representing an Official Town Position 12
XII. Council Conduct with the Media 13-14
~1
COUNCIL POLICY
TOWN OF LOS GATOS
Subject:
Town Council Code of
Conduct Policy
Page , Enabling Actions:
Approved:
1. Preamble
1 of 14
Effective Revised Date:
Date: 5/3/04
Public trust and mutual respect are essential for effective political leadership and efficient
governance. Democratic governance requires that decision makers be fair, independent, impartial,
and accountable. Based on these values, the Los Gatos Town Council has adopted a Code of
Conduct Policy that establishes guiding principles for appropriate conduct and behavior and sets
forth the expectations of Council Members. The provisions of this policy reflect a commitment by
Council Members to the people they serve and to each other, and more importantly, a desire to seek
what is good for the community.
II. Form of Government
The Town of Los Gatos operates under a Council-Manager form of government as prescribed by
Town Code. Accordingly, members of the Council are elected at-large, provide legislative direction,
set Town policy, and ultimately answer to the public. The Town Manager serves as the Town's chief
administrative officer and is responsible for directing the day-to-day operations of the Town and
implementing policy direction. This is referenced in Section 2.30.305 of the Town Code:
"Neither the Town Council, nor any member thereof, shall direct or request the appointment of any
person to or removal of any person f om office by the Town Manager or by any other appointing
officer, or in any manner take part in the appointment of removal of an officer or employee in the
administrative service of the Town. Except for the purpose of inquiry, the Town Council and its
members shall deal with the administrative services solely through the Town Manager, and neither
the Town Council nor any member thereof shall give orders to any Town Officers, other than the
Town Attorney, either publicly or privately. "
III. Town Council Roles, Responsibilities, and Relationships
A council is a collection of diverse individuals who come together to constitute and act as an entity,
and only when operating as an entity can they exercise authority and perform the fulfillment of their
purpose. Working together as a council involves acknowledging and balancing the unique interests,
expertise, and abilities of individual council members, and accepting final decisions of the Council
as the official Town position on such matters.
To achieve success, a council must clearly define and understand its roles, responsibilities, and
relationships. The following outlines the key roles, responsibilities, and relationships of the Los
Gatos Town Council:
Town Council Roles and Responsibilities
The role of the Town Council is to act as a legislative and quasi-judicial body. Through its legislative
and policy authority, the Council is responsible for assessing and achieving the community's desire
for its present and future and for establishing policy direction to achieve its desired outcomes. All
members of the Town Council, including those who serve as Mayor and Vice Mayor have equal
votes.
Town Council Relationship to its Work, Each Other and the Public
Members of the Town Council fulfill their role and responsibilities through shared values that are
reflected in the relationships they have with each other and the public. Town Council Members are
committed to approaching their work, each other, and the public in a manner that reflects:
• Ethical behavior and integrity
• Honesty
Trust and respect for one another
The commitment of Town Council Members to their work, each other, and the public is also
characterized by:
• Innovation and creative problem solving
• Future orientation and proactive efforts
• Open and constructive communication
• Shared purpose
IV. Mayoral and Vice Mayoral Selection Process
The selection of the Mayor and Vice Mayor usually occurs annually at the second meeting in
November by majority vote of the Town Council. Section 2.20.035 of the Town Code establishes
this provision.
Serving as Mayor and Vice Mayor is considered to be a privilege, not a right. The Mayor and Vice
Mayor serve at the pleasure of the Town Council and may be replaced at anytime by a majority vote
of the Council. At the time of selection, any member of the Town Council may be nominated to
serve as Mayor or Vice Mayor. Individuals who are elected to serve as Mayor and Vice Mayor are
chosen because their ability to fulfill the 'roles and responsibilities of these positions, establish a
collegial working relationship with the Council, and ultimately, serve the community.
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V. Mayoral and Vice Mayoral Roles, Responsibilities, and Relationships
The following outlines some of the key roles, responsibilities, and relationships as they relate to the
position of Mayor and Vice Mayor:
Mayor
• The Mayor is the presiding officer of the Town Council. In this capacity, the Mayor is
responsible for developing Council agendas in cooperation with the Town Manager and
leading Council meetings.
• The Mayor recommends various standing committee appointments to the Council for
approval.' When making committee recommendations, the Mayor should attempt to balance
shared responsibilities and opportunities among Council Members.
• As the presiding officer of the Town Council, the Mayor is responsible for establishing a
professional and respectful working relationship with the Council and public through
cooperation and collaboration. This includes an obligation to listen and consider issues,
questions, and concerns of the public and Council Members as they relate to Council
meetings and the agenda setting process.
• The title of Mayor carries with it the responsibility of communicating with the Town
Council, Town Manager, and members of the public. In this capacity, the Mayor serves as
the Town "spokesperson" representing the Council in official and ceremonial occasions.
• As the official Town spokesperson, the Mayor performs special duties consistent. with the
Mayoral office, including, but not limited to: signing of documents on behalf of the Town,
issuing proclamations, serving as the official voting delegate for various municipal advocacy
groups, such as the. League of California Cities, and delivering the State of the Town
Address? The Town Council will determine any additional authority or duties that the
Mayor shall perform.
• Special duties consistent of the Mayoral office may be delegated to the Vice Mayor or any
other member of the Town Council
• The Mayor may establish a series of achievable community goals during his/her year in office
in collaboration with the Town Council and in consultation with the Town Manager. These
proposed goals are subject to evaluation using criteria such as, but not limited to, their
relationship to other Town priorities, the capacity of the Town budget, availability of staff,
and other necessary resources required for implementation. Implementation of such goals,
however, would require formal Council approval.
' Council Agenda Format and Rules Policy
2 Council Commendation and Proclamation Policy
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• In the event that a Council Member acts contrary to approved Council policies, the Mayor
shall counsel the Council Member about the rules set forth in the Council Code of Conduct
policy or other applicable Council policies.
• In the event that one or more members of a Town Board, Commission, or Committee acts
in a manner contrary to approved Board/Commission policies and procedures, the Mayor
may counsel those members about the rules set forth in the Town Commissioner Handbook.'
Vice Mayor
• In the Mayor's absence, the Vice Mayor shall perform the formal duties of the Mayor as
noted elsewhere in this document.4
• When the Vice Mayor performs the duties of the Mayor in his/her absence, the Vice Mayor
also carries the responsibility of communicating with the Town Manager, Town Council, and
members of the public. This responsibility includes establishing a professional and
respectful working relationship with the Council, Town Manager and public through
cooperation and collaboration.
1 In the event that the Mayor acts contrary to approved Council policies, the Vice Mayor shall
counsel the Mayor about the rules set forth in the Council Code of Conduct policy or other
applicable Council policies.
VI. Legal and Ethical Standards
Understanding that the Council's primary concern is the public interest, Council Members should
work for the common good, rather than for private or personal interests. Council Members must
serve as a model of leadership and civility to the community and treat all members of the public,
each other, and the issues before them with respect to ensure open and effective government.
Council Conduct in Public Meetings
To ensure the highest standards of respect and integrity during public meetings, Council Members
should:
• Useformal titles. The Council should refer to one another formally during Council meetings
such as Mayor, Vice Mayor or Council Member or Mr., Mrs., or Ms., followed by the
individual's last name.
s Resolution 1999-167
4 Council Agenda Format and Rules Policy
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• Practice civility and decorum in discussions and debate. Difficult questions, tough.
challenges to a particular point of view, and criticism of ideas and information are legitimate
elements of free democracy in action. During public discussions, Council Members should
be respectful of others and diverse opinions, practice objectivity, and allow for the debate of
issues. This does not allow, however, Council Members to make abusive, slanderous, and
personal comments, and/or physical actions that could be construed as threatening.
• Honor the role of the presiding officer in maintaining order and equity. Respect the
Mayor/Chair's efforts to focus discussion on current agenda items. Objections to the
Mayor/Chair's actions should be voiced politely and with reason, following the procedures
outlined in the Town Council Agenda Format and Rules Policy.
• Demonstrate effective problem-solving approaches. Council Members have a public stage
to show how individuals with disparate points of view can find common ground and seek
compromise that benefits the community as a whole. Council Members are role models for
residents, business people, and other stakeholders involved in public debate.
• Base decisions on the best available information. Decisions should be made objectively and
based upon the merits and substance of the matter at hand, not through established coalitions
or well-defined voting blocks. Judgment of decisions should be reserved until all applicable
information has been presented.
Be prepared and knowledgeable. To effectively lead and inform the public, Council.
Members should be prepared and informed about issues on the agenda.
• Be respectful of other people's time. Council Members should stay focused, listen.
attentively, and act efficiently during public meetings. During public testimony, Council
Members should refrain from engaging the speaker in dialogue. However, for purposes of
clarification, Council may ask the speaker questions. Council comment and discussion
should commence upon the conclusion of all public testimony.
• Treat others as you would like to be treated. To maintain effective interpersonal
relationships, Council Members should treat others the way they would expect to be treated...
Council Members should be professional in all situations and circumstances, conducting
themselves in a consistent, confident, competent, and productive manner.
Implementation of Legal and Ethical Standards
Legal and ethical standards will be included in the regular orientations for Town Council Candidates
and newly elected Council Members. Newly elected Council Members should sign a statement
affirming they have read and understand the Town of Los Gatos Council Code of Conduct Policy.
The Council will endeavor to annually affirm its understanding and commitment to the Code of
Conduct policy.
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VII. Legal Requirements
The Town Council operates under a series of laws that regulate its operations as well as the conduct
of its members. The Town Attorney serves as the Town's legal officer and is available to advise the
Council on these matters. Members of the Town Council recognize the importance of following the
law so as not to compromise the effort to achieve the goals of the community.
Open Meeting Rules
The Ralph M. Brown Act.
• Requires that meetings of the Town Council be open and public. "Meetings" occur
whenever three or more members of the Council hear, discuss, or deliberate on any matter
that is relevant to the Town. This includes discussions that occur face to.face, serially,
through third parties, or through written, telephonic, or e-mail communications.
• Requires that the agenda for meetings be posted in advance and that discussions and actions
be limited to items appearing on the posted agenda.
Allows closed session discussions' and actions in limited circumstances, including pending
or anticipated litigation, property acquisition, labor negotiations or the appointment or
evaluation of certain personnel.
• Requires that information provided for closed sessions and the discussions that occur therein
remain confidential and can be revealed only with the approval of the Town Council.
Conflicts of Interest
Existing Town Conflict oflnterestPolicy.
• Members of the Council are prohibited from being appointed to the board of directors of
nonprofit organizations receiving funds or in-kind contributions from the Town.' This
applies to all "legislative bodies," which are defined to include a private corporation or
entity, including a nonprofit organization that was either created by the Town, or is governed
by a board of directors to which Council has appointed one of its members.
The Political Reform Act. The Act controls conflicts of interests through disclosure of financial
interests and prohibition in participating in decision making
s Council Public Access to Council Decision Maldng Policy and Council Appointments and Memberships Policy
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• Members of the Town Council are prohibited from making, participating in or in any way
attempting to use their official position to influence a governmental decision in which they
know or have reason to know they have a. financial interest. Financial interests can arise out
of property ownership, business investment, leadership in a business entity, and receipt of
income and gifts. Nevertheless, under certain circumstances, Council Members with
conflicts may be allowed to participate in decision making if their economic interest is
affected in a substantially similar manner as a significant segment of the public or if their
participation is legally required in order for an action or decision to be completed.
• Members of the Town Council are prohibited from accepting gifts from a single source in
any calendar year in excess of $340 dollars, adjusted biennially by the Fair Political Practices
Commission (FPPC) to reflect changes in. the Consumer Price Index. The Town Attorney
notifies the Council of that amount at the beginning of each calendar year and upon request.
Council Members can also obtain this information directly from the FPPC. There are several
exceptions, including gifts from a spouse, or from a child, parent, grandparent, grandchild,
brother, sister, parent-in-law, brother-in-law, sister-in-law, nephew, niece, aunt, uncle, or first
cousin or the spouse of any such person, information material, gifts that are returned or
donated to a charity within 30 days without being claimed for a tax deduction, campaign
contributions, inheritances and hospitality at a private residence.
• Members of the Town Council are prohibited from receiving loans from public officials,
employees, vendors and consultants.
• Mass mailings of over two hundred or more identical pieces of mail sent at public expense
may not contain the name or pictures of elected officials except as part of a standard
letterhead.
Government Code Section 1090. Section 1090 prohibits "self dealing," which can occur if members
of the Town Council have a financial interest in contracts made by them or by the Council. While
existing contracts are not prohibited, members of the Town Council cannot in any way participate
in making contracts in which they have either a director indirect financial interest. Serious criminal
penalties can result from violations of section 1090. The maximum penalty for a willful violation
is a felony with a maximum fine of $1,000 or imprisonment in state prison and a permanent
disqualification from holding any public office in the state.
Incompatible Offices. A public officer who is appointed or elected to another public office and
enters the duties of the second office automatically vacates the first office if the two are
incompatible. Offices are incompatible if any significant clash of duties exists between the two
offices, if public policy suggests it would be improper to hold the dual offices, or if either office
exercises power over the other.
Bias. Due process requires that decision makers in certain situations, such as public hearings in land
use matters, be fair and impartial. A personal interest or involvement in the outcome of a matter or
with any participants which is unrelated to the factors upon which an application may be judged
requires disqualification. This rule does not preclude holding opinions, philosophies or strong
feelings about issues or specific projects so long as the decision maker retains an open mind in
considering the evidence.
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Redevelopment Conflicts. The Council, as officers of the Redevelopment Agency, are generally
prohibited from acquiring any interest in properWincluded within the redevelopment project area.
Property can, however, be acquired for personal residential use so long as the redevelopment agency
certifies that it will not make or otherwise arrange for any improvements to the property.
VIII. Council Conduct and Communication with, and Participation in, all Boards,
Commissions, and Committees
There are several committees that Town Council Members. have been appointed to or have an
interest in, including but not limited to: Town Council standing and ad hoc committees, Town boards
and commissions, regional boards and commissions, and community-generated committees.
Included in these committees assignment are Council liaisons. A Council liaison is an assignment
by the Council of one or more Council Members to an ad-hoc effort initiated by the Town or in
which the Town is participating as a community partner. This assignment is distinguished from
routine Los Gatos elected official appointments to regional boards and committees and is
accomplished through Council consensus.
To avoid confusion and/or duplication of efforts, Council conduct and communication with and
participation in these types of committees are governed by the following guidelines and rules:
Conduct
• Town boards, commissions, and committees are advisory to the Council as .a whole, not
individual Council Members. The Town Council' appoints individuals to serve on boards,
commissions, and committees. It is the responsibility of Council Members to follow policy
established by the Council. Council Members should not feel they have the power or right
to influence a board, commission, or committee member in any way. These appointments
should not be used as apolitical "reward."
• Council Members should be respectful of diverse opinions. A primary role of boards,
commissions, and committees is to represent many points of view and to provide advice
based on a full spectrum of concerns and perspectives. Council Members may have a closer
working relationship with some individuals' serving on boards, commissions, and
committees, but must be fair and respectful of all board, commission, and committee
members and their opinions.
• Keep political campaign support away from public forums. Board, commission, and
committee members may provide verbal, financial or in-kind assistance to a Council
Member, but not in a public forum while conducting official Town duties. Conversely,
Council Members may provide verbal, financial or in-kind assistance to board, commission,
and committee members who are running for office, but not in an official forum in their
capacity as a Council Member.
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Communication
• Council Members should advise Chair and/or applicable Town Council representative if
attending a board, commission, or committee meeting. Council Members may attend any
board, commission, or committee o eeting, which are always open to any member of the
public. However, ifa Council Member wishes to attend the meeting ofa committee to which
he/she has not been appointed to serve on by the Council, the Council Member, as a
courtesy, should advise the Town representative, if any, as well as the respective committee
chair, and should be mindful of the influence ofhis/herpresence. Unless otherwise directed
by the Council, comments made by the Council Member should be made as an individual,
not on behalf of the Town Council.
• Council Members should not deliberate on any Council action if they have specifically
addressed a Town board or commission about thatparticular issue. If a Council Member
attends a Town board or commission meeting and wishes to address the board or commission
on matters of interest to that individual Council - Member, he/she should recuse
himself/herself from deliberating on any Council action related to the issue discussed.
• Statements made by Council representatives about the Town's official position should be
based on current or past Council action. When serving as a primary or alternate Council
representative on a board, commission, or committee, statements made by Council Members
regarding Town policy should reflect the majority opinion of the Council, which is defined
by current or past official Council action via Council vote or consensus..
0 Primary Council representatives should update the Council about board, commission, and
committee activities. When serving as the primary Council representative on any board,
commission, or committee, Council Members should periodically provide update reports to
the Council during the "Council Matters" opportunity on the Council meeting agenda.
• Recommended actions of a Council Committee should be reported to the Council. When
serving on Council committee, whether standing or ad hoc, all work undertaken by the
committee must be directed by the Council and all recommended actions of a Council
Committee shall be reported to the Council.
• The Mayor may counsel members of a Town Board and Commission about appropriate
public meeting conduct related to the business of the Town. In the event that one or more
members of a Town Board, Commission, or Committee acts in a manner contrary to
approved Board/Commission policies and procedures, the Mayor may counsel those
members about the rules set forth in the Town Commissioner Handbook
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Participation
• Appointed primary Council representatives are responsible for attending and participating
in applicable board, commission, and committee meetings. If a Council Member has been
appointed as the primary Council representative for a board, commission, or committee, that
Council Member is responsible for attending the regularly scheduled meetings. In the event
that he or she is unable to attend, the primary representative should notify the chair, and the
appointed alternate Council representative should attend in the place of the primary.
• Appointedalternate Council representatives shouldfamiliarize themselves with thepractices
and procedures of the respective board, commission, or committee. If a Council Member
is appointed as an alternate Council representative to a board, commission, or committee, the
alternate should initially attend one meeting to orient himself/herself to the
board/commission/committee's practices and 'procedures and to avoid confusion or
duplication of efforts. Alternates are discouraged from regular attendance at
board/commission/committee meetings when the primary Council representative is available
to attend.
IX. Council Relationship with Town Staff
The Town Council respects the Council-Manager form of government. The Town Manager
implements the Council's vision, policies; and goals through the Town staff and is responsible for
directing the day-to-day operations of the Town as outlined in Section 2.30.305 of the Town Code.
The Council values partnering and collaborating with the Town Manager and the Town.organization
to achieve the community's vision. The Council-Manager relationship is affected by the
expectations, styles, and personalities of the Council and Manager who are in place at the time.
Despite the value ofpartnershp and collaboration, these policies are intended to establish boundaries
and expectations based upon the role of the Town Manager as set forth by the Town Code and the
Council-Manager form of government structure. As such, they transcend individual personalities
and agreed upon styles that might affect their implementation.
Council Conduct and Communications with Town Staff
To enhance its working relationship with staff, Council should be mindful of the support and
resources needed to accomplish Council goals. When communicating and working with staff,
Council should follow these guidelines:
• Council Members should treat staff as professionals. Clear, honest communication that
respects the abilities, experience, and dignity ofeach individual is expected. As with Council
colleagues, practice civility and decorum in all interactions with Town staff.
• Council Members should respect the Council-Manager form of government. Routine
questions of Town staff should be directed to the Town Manager, Town Attorney, or the
Manager's designee. Council Members should not set up meetings with department staff
directly, but work through the Town Manager. When in doubt about appropriate staff
contact, Council Members should ask the Town Manager.
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• The Town Manager and staff are responsible for implementing Town policy and/or Council
action. The processing of Council policy and decisions takes place with the Town Manager
and staff. Council should not direct policy/program administrative functions and
implementation; rather it should provide policy guidance to the Town Manager.
• Council Members should attempt to communicate questions, corrections, and/or
clarifications about reports requiring official action to staffprior to Council meetings. Early
feedback will enable staff to address Council questions and incorporate minor corrections
or changes to a Council report, resulting in a more efficient Council meeting discussion.
! Council Members should not direct the Town Manager to initiate any action, change a
course of action, or prepare any report without the approval of Council. The Town
Manager's responsibility is to advise on resources available and required for a particular
course of action as it relates to the direction of the majority of the Council.
• Council Members should not attend department staff meetings unless requested by the Town
Manager.
• All Council Members should have the same information with which to make decisions.
Information requested by one Council Member will be shared with all members of the
Council.
Concerns related to the behavior or work of a Town employee should be directed to the
Town Manager. Council Members should not reprimand employees directly nor should they
communicate their concerns publicly.
• Council Members should not solicitpolitical campaign supportfrom Town staff. Although.
Town staff may, as private citizens with constitutional rights, support political candidates,
such activities must take place away from the workplace.
X. Council Conduct and Communication with the General Public
A fundamental principle of democracy is citizen access to elected officials. When meeting
with constituents, Council Members should follow the following conduct and communication
guidelines when addressing the general public and specific interest groups:
General Public
! Council Members should respect the collaborative process of council decision making and
the Council-Manager form of government. Council Members routinely meet with
constituents to hear community concerns, explain Council actions, provide opinions about
a particular issue, and/or address service requests or inquiries. When meeting with
members of the community, Council Members should avoid making commitments that are
inconsistent with prior Town Council action or existing policy or foreclose on decisions
prior to hearing public testimony. If Council Members desire the assistance of staff while
meeting with constituents, they should request that assistance from the Town Manager.
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• Council Members should be mindful of their influence when attending community meetings
that are not organized by the Town. The presence of Council Members can sometimes create
a perception of support for a particular issue or an expectation that a specific action will be
taken.
• While Council Members may take broadphilosophical positions on issues ofconcern to the
Town, they should not commit to a particular position prior to a public meeting. Council
Members should not make public or private promises or commit to a specific position on
current, pending, or future matters to be heard the by the Council. In general, Council
Members should not reach a decision on any agenda item prior to a scheduled public
meeting.,
• Council Members should keep political campaign support away from public forums.
Council Members may provide verbal, financial, or in-kind assistance to persons running for
office, but not in an official forum in their capacity as Council Member. Council Members,
however, are free to exercise their rights as individuals to express opinions regarding
political issues, including candidate endorsements.'
Land Use Abblications
• Information obtained outside of the public hearing process related to a matter pending before
the Town Council must be revealed on the official public record. When evaluating the merits
of a land` use application, Council Members must do so objectively and impartially. If a
Council Member meets with a land use applicant or visits a proposed development site
related to a matter pending before the Council and obtains information outside of the public
hearing process, he or she must disclose that information on the official public record, as well
as any facts obtained in the meeting` that could influence a Council Member's decision. The
merits of an application can only be evaluated based on information included in the public
record.
Procurement
. Unless authorized by Council, Council Members should not become involved in
administrative processes for acquiring goods and services. The procurement of goods and
services is governed by competitive selection processes. To preserve the integrity of this
administrative process, Council Members should refrain from any involvement, unless
otherwise directed by Council. Specific Council interests, however, can be referred to the
Town Manager as appropriate.
XI. Representing an Official Town Position
In the event that individual Council Members are asked.to represent or express an official Town
position, they should follow these guidelines:
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• Using the title of Council Member when conducting official Town business. Council
Members may use their title when conducting official Town business, for informational
purposes, or as an indication of background and expertise, carefully considering whether
they are exceeding or appearing to exceed their authority.
• Representing an official Town position before a governmental agency. If a member of the
Town Council appears before another governmental agency organization to give a statement
on an issue affecting the Town, the Council Member should indicate the majority opinion
of the Council, which is defined by current or past official Council action via Council vote
or consensus.
• Sharing personal perspectives and opinions. Personal opinions and comments may be
expressed only if the Council Member clarifies that these statements do not reflect the
official position of the Town Council.
XII. Council Conduct with the Media
Council Members are frequently contacted by the media for background information and quotes
related to Town business and/or community issues. When addressing the media, Council Members
should follow these guidelines:
Council Members should be professional in all situations and circumstances, conducting
themselves in a respectful manner. When speaking with the media or writing letters to the
media, Council Members should choose their words carefully to ensure that comments and
statements are not taken out of context.
• Council Members should advise the entire Council in advance if they plan to submit a letter
to the media. Early communication could help to alleviate potential misinterpretation and
prepare members of the Council for questions from the media.
0 Council Members should clarify whether they are speaking as an individual Council Member
or representing the position of the Town Council. If a Council Member is contacted by the
media or initiates contact with the media, he/she should be clear about whether his/her
comments represent an official Town position/policy or a personal viewpoint.
• Council Members should coordinate with the Town Manager when addressing questions
related to administrative functions orprocesses. To provide accurate information, Council
Members should work with the Town Manager when making statements about
administrative procedures and processes.
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• Council Members should conform to the information policy governed by the Town
EmergencylDisaster Preparedness Plan in the event of a disaster or emergency. To avoid
confusion and ensure the dissemination of factual information during an emergency or
disaster, requests for information should be routed through the appropriately trained public
information personnel as prescribed by the Town Emergency/Disaster. Preparedness Plan.
The Town Manager serves as the Emergency Services Director during a disaster and is
responsible for the response plan and the assignment of duties under that plan.
APPROVED AS TO FORM:
Town Attorney
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Leadership Exercise
Friday, January 28th Council Retreat Session
Purpose: Council members are elected to play a leadership role in service to the
community. How the Council exercises its leadership role as individuals and as a body
is important to the success of the Council. The purpose of this exercise is to facilitate a
conversation on Leadership in order to develop Council's understanding of one
another's leadership styles, interests and expectations.
Directions: Please answer the following three questions in the space provided. Be
prepared to share your responses at the Council Retreat.
1. What are the key characteristics of leadership from the perspective of individual
Council members? How should individual Council members enact their leadership
role?
2. What are the key characteristics of leadership from the perspective of the Council
team? How should the Council as a collective body enact their leadership role?
3. What are the key characteristics of leadership of the Mayor? How should the mayor
enact her/his leadership role?
Appendix A: iii